Workplace Conflict & Strategies for Management
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The document discusses workplace conflict, defining it as a state of discord arising from disagreements among individuals, teams, or departments. It outlines various views on conflict, levels of conflict, causes, constructive and destructive outcomes, and management styles. Additionally, it emphasizes the importance of clear communication in conflict resolution and presents a structured process for managing conflicts effectively.
Workplace Conflict & Strategies for Management
- 1. Workplace Conflict - Strategies & Management
- 2. Agenda ◦ What is Conflict ? ◦ What workplace conflict means ? ◦ Different views and levels of conflict. ◦ Causes of conflict in the workplace. ◦ Different styles of Conflict management and the conflict resolution process.
- 3. What is Conflict? ◦ Conflict is a condition that exists anytime two or more people disagree over an issue or situation. ◦ Conflict refers to some form of friction, disagreement, or discord arising within a group when the beliefs or actions of one or more members of the group are either resisted by or unacceptable to one or more members of another group. ◦ Conflict is inevitable and often good. ◦ Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem
- 4. What is Workplace Conflict? ◦ Organizational conflict or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. ◦ Workplace conflict is disagreement or opposition between/among individuals, teams or departments in an organization. ◦ Conflict is a natural phenomenon, neither inherently good or bad, but there may be positive or negative outcomes.
- 5. Views About Conflict 1. Traditional View 2. Human Relations View 3. Inter - Actionist View
- 6. Traditional View •This approach assumes that all conflicts hamper performance. •Conflicts occur due to poor communication, lack of openness and trust between people, and the failure of managers to be open to their employees. Human Relations View • This approach assumes that conflicts occur naturally in all groups and organizations. • It is natural and cannot be avoided, hence it should be accepted. • It cannot be removed and it may play a role in group performance. Inter - Actionist View • This approach encourages conflict because it believes that a peaceful and cooperative group may become constant and may not respond to the need for change and innovation. • Group leaders should maintain sufficient conflict so that the group remains creative and self-critical.
- 7. Intrapersonal Level Interpersonal Level Inter – Group Level Inter – Organizational Level Levels of Conflict
- 8. Involvement Levels Of Conflict Intrapersonal Level Conflicts involve the individual alone Approach – Approach Conflict: It occurs when a person has to choose between two positive and equally attractive alternatives. E.G.: Choosing between promotion in the organization or a new job with another firm. Avoidance – Avoidance Conflict: It occurs when a person has to choose between two negative and equally unattractive alternatives. E.G.: To make a choice between accepting a job transfer to another town or have the employment terminated. Approach – Avoidance Conflict: It occurs when a person has to choose between something that has both positive and negative results. E.G.: Accepting or not accepting a job with a higher pay but with increased responsibilities that demand a lot of personal time. Interpersonal Level Conflict between two or more individuals who are against one another Inter – Group Level Conflict among members of different teams or groups Inter – Organizational Level Conflict between firms that operate in the same markets
- 9. Causes of Conflict Misunderstandings Personality Clashes Competition for Resources Authority Issues Lack of Co-operation Differences of Opinion Low Performance Values / Goal Differences
- 10. Managerial Actions That Cause Workplace Conflicts Poor Communications Insufficient Resources Working Compatibility Conflicting Values Leadership Problems
- 11. Typical Responses To Conflict Avoid the person Change the subject Try to understand the other person’s point of view Find a judge / arbitrator Play the martyr Give in Apologize Whine / Complain Fight it out Pretend to agree Try to find common ground Admit that you are wrong Turn the conflict into a joke Work toward a mutually agreeable solution
- 12. Constructive Conflict Conflict Is Constructive When It Results in clarification of important problems and issues Results in solutions to problems Involves people in resolving issues important to them Causes authentic communication Helps release emotion, anxiety, and stress Builds cooperation among people through learning more about each other Joining in resolving the conflict Helps individuals develop understanding and skills
- 13. Destructive Conflict Conflict Is Destructive When It Takes attention away from other important activities Undermines morale or self-concept Polarizes people and groups, reducing cooperation Increases or sharpens difference Leads to irresponsible and harmful behavior, such as fighting, name-calling
- 14. Advantages of Conflict Helps to raise and address problems Energizes work to be on the most appropriate issues Helps people "be real", for example, it motivates them to participate Helps people learn how to recognize and benefit from their differences Improves communication
- 15. Disadvantages of Conflict Lost work time and productivity Lost employees / high turnover Damage to organization reputation Sabotage, theft, damage Lowered job motivation Health costs due to stress Legal costs due to litigation
- 16. CONFLICT MANAGEMENT STYLES • It is a victory achieved due to force, superior skill, or domination of one party. • It is a win-lose situation. Force • In avoidance, every one shows that the conflict does not really exist and hopes that it will finish. Avoidance • It involves hiding the differences between the conflicting parties and showing areas of agreement. Accommodation • It involves appreciation by all conflicting parties that something is wrong and needs attention. Compromise • It occurs when each party gives up something for the sake of the other. • It is a win – win situation. Collaborative
- 17. Approach Objective Your Position Supporting Rationale Likely Outcome Forcing Get your way. “I know what’s right. Don’t question my judgment or authority.” It is better to risk causing a few hard feelings than to abandon a position you are committed to. You feel vindicated, but other party feels defeated and possibly humiliated. Avoiding Avoid having to deal with conflict. “I’m neutral on that issue. Let me think about it.” Disagreements are inherently bad because they create tension. Interpersonal problems don’t get resolved, causing long-term frustration manifested in a variety of ways. Accommodating Don’t upset the other person. “How can I help you feel good about this encounter? My position isn’t so important that it is worth risking bad feelings between us.” Maintaining harmonious relationships should be our top priority. Other person is likely to take advantage of you. Compromising Reach an agreement quickly. “Let’s search for a mutually agreeable solution.” Prolonged conflicts distract people from their work and engender bitter feelings. Participants become conditioned to seek an expedient, rather than effective solution. Collaborating Solve the problem together. “This is my position. What is yours? I’m committed to finding the best possible solution.” The positions of both parties are equally important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decision-making. Participants find an effective solution.
- 18. It’s common that a person uses more than one style, depending on the need of the situation, but usually one style dominates.
- 19. CONFLICT RESOLUTION PROCESS Managing conflict constructively depends in large measure on clear, open, and honest communication
- 20. Conflict Resolution Process Find a good time and place to talk Discuss the problem - Clarify issues Brainstorm - generate a variety of options Choose a solution that works the best and suits everybody's need Try the solution (If it doesn’t work, go back to step three and renegotiate)
- 21. Thank You