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CONFLICT

Defnition:

Confict is the condition in which people’s concerns appear to be

incompatible. A concern is anything people care about.

Several scholars dened separately having mostly similar meaning.

Few o them are:

 wo or more interdependent parties who perceive incompatible goals!

scarce resources! and intererence rom others in achieving that goal

"#oc$er % &ilmot! '(()*.

Competition between interdependent parties who perceive that they

have incompatible needs! goals! desires! or ideas "+an Sly$e! '(((*.

 he interaction o interdependent people who perceive opposition o 

goals! aims! and values! and who see the other party as potentially

interering with the reali,ation o these goals "-utnam % -oole! '(/* .

So, Conict may be defned as : A situation whee two o moe

!aties ae in o!!osition at thei ideas, "oa#s o !ocess to

achie$e the "oa#. The situation can be e%tended &om !esona#

#e$e# to team, o"ani'ation and nationa# #e$e#.

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Ty!es o& Conict:

'. 0ntrapersonal or intrapsychic confict

1. 0nterpersonal confict

2. 0ntra3group Confict

4. 0ntergroup Confict

(enea# causes o& conicts• )oo#y defned "oa#s• Di$e"ent !esona# $a#ues• Lac* o& coo!eation+tust• Com!etition o& scace esouces• nc#ea o#es+#ao& -ob desci!tion

Form % Field o Confict:'. &A51. Class Confict2. 5acial Confict4. 5eligious Confict). -olitical6. 0nter and 0ntra Community Confict/. 5elationship Confict. 7ata Confict(. 0nterest Confict'8. Structural Confict''. +alue Confict

Souces o& Conict o asis o& Conict:

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Souces at )esona# Le$e#:

'. 9and1. oney2. &omen

Souces at O"ani'ationa# Le$e#:

'. ;rgani,ational Confict: stems rom a disparity between the eerentdepartments! units! %?or Functions

2. 0normational Confict: stems rom poorly used! ormal channels ocommunication

4. 0nterpersonal Confict: stems rom poor relationships between

managers and employees on the one hand and among peers on theother

). Cultural Confict: may stem rom di>erences in racial! ethnic! or genderperspectives and?or communication styles

The Conict )ocess:

It is a f$e sta"e !ocess.

/. Initia##y due to miscommunication, stuctue and !esona#

$aiab#e, the suitab#e &o conict is ceated.

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0. Then it comes to !esona# #e$e# in$o#$in" !ece!tion and

&ee#in"s.1. It then comes to the intention o& how to hand#e conict.2. Accodin"#y beha$io and a!!oach is e%!essed.3. The outcome o& a## the abo$e come out !ositi$e#y is mana"ed

!o!e#y o ne"ati$e#y othewise.

)ositi$e Functions o& Conict'. a$es employees more aware % able to cope withproblems.1. -romises organi,ational change % adaptation.2. Strengthens relationships % heightens morale.4. -romotes awareness o sel % others.

). @nhances personal development.6. @ncourages psychological developmentit helps peoplebecome more accurate % realistic in their sel3appraisals./. Can be stimulating % un.

Ne"ati$e &unctions o& Conict'. Competitive! win3lose goals1. isperception and bias2. @motionality "uncontrolled*4. 7ecreased communication). =lurred issues

6. 5igid commitments/. agnied di>erences! minimi,ed similarities. @scalation o confict

Steps to prevent confict:

•

Fe4uent meetin" o& you team• A##ow you team to e%!ess o!en#y

• Shain" ob-ecti$es

• 5a$in" a c#ea and detai#ed -ob desci!tion

• Distibutin" tas* &ai#y

• Ne$e citici'e team membes !ub#ic#y

• A#ways be &ai and -ust with you team

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• ein" a o#e mode# 

Ste!s to eso#$e conicts

• Assue !i$acy

•

6m!athi'e than sym!athi'e• Listen acti$e#y

• 7aintain e4uity

• Focus on issue, not on !esona#ity

• A$oid b#ame

• Identi&y *ey theme

• 8e9state *ey theme &e4uent#y

• 6ncoua"e &eedbac* 

• Identi&y a#tenate so#utions

•

(i$e you !ositi$e &eedbac* • A"ee on an action !#an

Conict 7ana"ement State"ies: wo maBor prevalent tools eerence o the people involve.

Compromise: it is the simplest tool. 0t means allparties is giving up something to come to themutually agreed point.

Collaboration: 0t assumes that the confict is due to di>erence o the partiesinvolve. 0t views the di>erence in strength! values that causing delays anddemands all parties to be '88 satised.

#ow do minimize interpersonal %maximize functional confictD1. Gather information & Stick with the facts.

-W or$ed with more! rather than less! inormation %debated on the basis o acts.

2. Consider options.3eams developed multiple alternatives to enrichthe level o debate.

3. Get on the same pae.3eams shared commonly agreed3upon goals.

!. "auh.

7imensions o

Confict3

#andling0ntentions

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3eams inBected humor into the decision process.#. $%ual oices' e%ual sa(.

3eams maintained a balanced power structure.). *o contried consensus.

3eams resolved issues without orcing consensus.

asic 8u#es &o Con&ontin" a Cowo*e:'. Always remain calm! no matter how the other person spea$s to you.1. Always treat others with respect.2. 7onEt overreact.4. a$e a wait3%3see approach whenever possible.). et a neutral personEs perspective on the situation i you eel itEll help.6. Always spea$ in specics % be prepared to share e