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Chapter Five Conflict and Conflict Management

Chapter Five discusses the nature of conflict in organizations, defining it as a process where one party perceives its interests are opposed by another. It identifies various sources of conflict, such as incompatible goals, power struggles, and communication issues, and outlines both positive and negative outcomes of conflict. The chapter also explores different types of conflict and management styles, emphasizing the importance of balanced conflict and effective resolution strategies.

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Tilahun Eshetu
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16 views17 pages

Chapter Five Conflict and Conflict Management

Chapter Five discusses the nature of conflict in organizations, defining it as a process where one party perceives its interests are opposed by another. It identifies various sources of conflict, such as incompatible goals, power struggles, and communication issues, and outlines both positive and negative outcomes of conflict. The chapter also explores different types of conflict and management styles, emphasizing the importance of balanced conflict and effective resolution strategies.

Uploaded by

Tilahun Eshetu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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CHAPTER FIVE

CONFLICT AND CONFLICT


MANAGEMENT
5.1. MEANING AND NATURE OF CONFLICT
Conflict is a process in which one party perceives
that its interest are being opposed or negatively
affected by another party.

In organizations, a conflict exits whenever two or more


parties are in disagreement.

 A balance of conflict is essential to all organizations.

 Too little or too much conflict is usually a sign of


management’s unwillingness or inability to adapt to
a diversified environment.
5.2. SOURCES OF CONFLICT IN ORGANIZATIONS
A. Incompatible Goals
It occurs when personal or work goals seem to
interfere with another person’s or department’s
goals.
B. Different Values And Beliefs
Because of individual difference people accept and
understand varied towards organizational decisions
and events.
C. Power conflict
It is impossible for one party to be stronger without
the other being weaker, at least in terms of direct
influence over each other.

Power conflicts can occur between individuals,


between groups or between nations, whenever
one or both parties choose to take a power
approach to the relationship.
D. Task Interdependence
It exists when team members must share
common inputs to their individual tasks (out
come).
E. Unclear job boundaries
unclear line of responsibility within an
organization can be a source for conflict.
F. Scarce resources/economic conflict
Because of inadequacy of resource people to
compete with others who also need those
resources to achieve their objectives.

G. Communication problem
Due to unsuitable working environment the
employees unable to effectively communicate each
other.
5.3. CONFLICT OUTCOMES

There are two types of Conflict out come:

1. Positive (Supportive) Outcomes of Conflict


• Increased motivation and creativity.
• Healthy interactions/involvement stimulated.
• Number of identified alternatives increased.
• Increased understanding of others.
• People forced to clarify ideas more effectively.
• Feelings aired out.
2. Negative (Destructive) Outcomes of Conflict

• Decreased productivity.
• Relevant information not being shared.
• Unpleasant emotional experiences.
• Environmental stress.
• Excessive consumption of time.
• Decision-making process disrupted.
• Poor work relationships.
• Misallocation of resources.
• Impaired organizational commitments.
5.4. LEVELS or Types OF CONFLICTS

There are four types of conflict that might occur in


organizations.
1. Intrapersonal Conflict: conflict between an
individual’s values, goals, and needs are
a. Approach-approach conflict: occurs when a person
has to make a choice between two equally attractive
alternatives.
b. Avoidance –avoidance conflict: it occurs when a
person has to make a choice between two equally
unattractive alternatives.
c. Approach-avoidance conflict: occurs when a person
has to make a choice among a set of options that have
good and bad outcomes.
2. Interpersonal Conflict: occurs when two people have
incompatible needs, goals, or approaches in their
relationship.
3. Group Conflicts: are conflicts between two or more
groups in the same organization.

 Intergroup conflict occurs when there are differences in


values, goals, or needs between two or more groups in the
organization.

 Intergroup conflicts in organizations also often


arise between line employees and staff employees.
Intergroup conflicts occur for four reasons:

1. The groups are interdependent

2. The groups have different goals

3. The groups perceptions are different

4. The groups share the common resources


4. Inter-Organizational Conflicts: are conflicts
between two or more organizations.

Such conflict may also arise because of


competition and controlling resources among
organizations
5.5. CONFLICT STIMULATION

Conflict is important especially if the conflict in the


organization is balanced.
The following are the some of the conflict techniques:

a. Stimulating competition: it is probably the least


risky strategy to stimulate conflict.

 A fairly common one is the use of incentives, such as


awards, and bonuses for outstanding performance.

b. Communication: The tactics here is using ambiguous


or threatening messages to increase conflict levels.
c. Changing organizational structure: this is
another measure that contains pronounced risks.
• Altering rules and regulations
• Increasing interdependence
• Making structural changes that can disrupt the
status quo in the organization.

d. Bringing in outside person: an individual who


have different background may enter in to the
organization may be stimulate the existing employees
for complacency.
5.6. CONFLICT MANAGEMENTS STYLES /CONFLICT
RESOLUTION/
a. Win-win orientation: the parties will find a mutually
beneficial solution to their disagreement.
 Win-win orientation is a systematic attempt to maximize
the goals of both parties.
b. Win-lose orientation: they adopt the belief that
conflicting parties are drawing from a fixed pie, so the more
one party receives, the less the other party will receive.
 It is appropriate when the conflict really is over a
fixed resource, but few organizational conflicts are due
to perfectly opposing interests with fixed resources.
c. Lose-lose orientation: both parties loss due to the
conflict.
For effective conflict management, it can be apply
different conflict management styles to different situations .
a. Problem solving: problem solving tries to find a
mutually beneficial solution for both parties.
 high concern for both self and the other party.

b. Avoiding: avoiding tries to smooth over or avoid


conflict situations altogether.
 low concern for both self and the other party.

c. Forcing: forcing tries to win the conflict at the other’s


expense.
 high concern for self and low concern for other party
d. Yielding: it involves giving in completely to the
other side’s wishes, or at least cooperating with
little or no attention to your own interests.
high concern for other party and low concern for
self.

e. Compromising: it involves looking for a position


in which your losses are offset by equally valued
gains.
It involves matching the other party’s
concessions, making conditional promises or
threats, and actively searching for a middle
ground between the interests of the two parties.
THE END

THANK YOU

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