Organizational Conflict management

ORGANIZATIONAL CONFLICT MANAGEMENT

Conflict;

“an interactive process manifested in incompatibility, is agreement, dissonance within or between social entities.”

§  In simple words conflict may be understood as collision or disagreement.

§  It may be within an individual when there is incompatibility between his or her own goals or events.

§  It may between two individuals, when one does not see eye to eye with another, and in the process tries to block or frustrate the attempt of another.

§  Sometimes it may between two groups in an organization

Organizational Conflict

§  The discord that arises when goals, interests or values 
of different individuals or groups are incompatible and those people block or thwart each other’s efforts to achieve their objectives.

§  Conflict is inevitable given the wide range 
of goals for the different stakeholder in the organization.

             Lack of conflict signals that management emphasizes conformity and stifles   innovation.

            Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

Sources of Conflict

·       Facts – disagreement between the relevant facts.

·       Goals – incompatible goals which is difficult to achieve.

·       Methods – difference of opinion in procedures, strategies etc.,

·       Values – differences in ethical standards, consideration for fairness, justice etc.,

Causes of Conflict

Ø Personal Differences

Ø Informational Deficiency

Ø Role Incompatibility

Ø Environmental Stress

     Scarcity

     Uncertainty

Stages of Conflict

v Latent Conflict

v Perceived Conflict

v Felt Conflict

v Manifest Conflict

v Conflict Outcome
Conflict Management Styles                                          Integrating style, high concern for self and the others, is characterized by a willingness to exchange information openly, to address differences constructively, and to make every effort to pursue a solution that will be mutually acceptable.

                              Avoiding style results from having little concern for either one’s own or the other’s interests. When the issue of conflict is important and requires taking over the responsibility of quick decision making, withdrawing from conflict could generate harmful outcomes for the party.

                             Obliging style, low concern for self and high concern for others, focuses on protecting and maintaining the relationships rather than pursuing an outcome that only meets an individual’s own concerns.

                            Compromising style reflects a moderate concern for one’s own interests and a moderate concern for the other’s interests. An outcome that is mutually acceptable for both sides is a desirable strategy to solve conflict. This style involves give and take.

                            Dominating style or labeled as “competing” is identified as win-lose strategy. Ignoring the needs and expectations of the other party and pursuing one’s own interests through the use of forceful tactics is suitable, when the conflict issues involve routine matters or require speedy decision making .

Managerial Implications on Conflict

   The Organization is filled with “yes-man”.

   Employees are afraid to admit ignorance.

   Compromise stressed in decision making.

   Managers put too much emphasis on harmony and peace.

   People are afraid of hurting the feelings of others

   Popularity is considered to be more important than technical competence.

   People exhibit resistance to change.

   New ideas are not forthcoming.

   There is usually low rate of employee turnover.

Structural Approach to stimulate Conflict

   Encourage individualistic thinking.

   Increase individual competition.

   Provide threatening information such as reduction in. profits or the loss of competitive edge in the market.

   Create role conflict.

   Change the organizational structure.

Respondent View

      I.            Respond appropriately to the initiator’s emotions.  If necessary, let the person “blow off steam” before addressing substantive issues.  If the emotions are inappropriate, interject ground rules for collaborative problem solving.

  II.            Establish a climate for joint problem solving by showing genuine concern and interest.  Respond em pathetically  even if you disagree with the complaint.

III.            Avoid justifying your actions as your first response.

IV.            Seek additional information about the problem.  Ask questions that channel the initiator’s remarks from general to specific and evaluative to descriptive statements.

   V.            Focus on one issue, or one part of an issue, at a time.

VI.            Agree with some aspect of the complaint (facts, perceptions, feelings, or principles).

VII.            Ask the initiator to suggest more acceptable behaviors.

VIII.            Agree on a remedial plan of action.

                                  Initiator View

1.     Maintain personal ownership of the problem.

2.     Succinctly describe your problem in terms of behaviors, consequences and feelings (“When you do A, B happens, and I feel C.”)  Use a specific incident to explore the root causes of a problem.

3.     Avoid making accusations and attributing motives to the respondent.

4.     Specify the expectations or standards that have been violated.

5.     Persist until understood.

6.     Encourage two-way interaction by inviting the respondent to express his or her perspective and ask questions.

7.     Don’t “dump” all your issues at once.  Approach multiple issues incrementally.  Proceed from simple to complex, easy to hard.

8.     Appeal to what you share (principles, goals, constraints). 

                                 Mediator View

1.     Acknowledge that conflict exists and treat it seriously.  Do not belittle the problem or chide the disputants for not being able to resolve the conflict on their own.

2.     Construct a manageable agenda by breaking down complex or multiple issues.  Help disputants distinguish central from peripheral elements.  Begin working on one of the easier components.

3.     Do not take sides.  Remain neutral regarding the disputants as well as the issues as long as violation of policy is not involved.

4.     Focus the discussion on the impact the conflict is having on performance and the detrimental effect of a continued conflict.

5.     Keep the interaction issue oriented, not personality oriented.  Also, make sure that neither disputant dominates the conversation.

6.     Help disputants keep their conflict in perspective by identifying areas of agreement or common viewpoint.

7.     Help disputants generate multiple alternatives in a nonjudgmental manner.

8.     Make sure that both parties are satisfied with the proposed resolution and committed to implementing it. 

Finally

ü Conflict management is the responsibility of all employees

ü Understanding your style can assist in working with others

ü All styles have their place, but collaboration is best for most work situations