conflicts in organisation

8/17/2019 Conflicts in Organisation

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UNIT-5

Conflicts in Organisation


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Concept of Conflict

Confict is a psychological state o mind when peopleare in a state o dilemma whether to do or not to do athing , is a state o confict . The domain o work andorganisation constitutes an arena in which diverging

aims and interests provide an inexhaustible source oconfict at local , national and international levels.

Confict may emerge between dierent organisationsor within organisations , or between organisations &their social & political environments . n organisation ,confict may imply dierence o opinion with persons orgroups and sometimes they manage to showdown &slowdown other and plan strategies or that . ! processthat begins when one party perceives that another party

has negatively aected , or is about to negatively aectssomethin that the "rst art cares about.


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Definition

#Confict is the appearance o dierence ,dierence o opinions , o interests $.

%%by

ollett

#Confict is de"ned as opposition or disputebetween persons , groups or ideas $.

%%by 'oe(elly


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Nature of Conflict

)ature o Confict

Conficts are natural

Confict is*ultidimensional

Confict is +niversal

Conficts are not ig

Confict is indingthe balance

Confict is -isruptive

Confict nvolves

-isagreement


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The Process of Conflict

LatentConflict

PerceivedConflict

FeltConflict

ManifestConflict

FunctionalConflict

Dysfunctional

Conflict


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Cntd…

1. Latent Confict (Stage 1) :

hen two or more parties need each other toachieve desired ob/ectives , there is potential or

confict . 0ther antecedents o confict areinterdependence , dierent goals , andambiguity o responsibility . They do notautomatically create confict , when they exist%they make it possible . 1atent confict oten riseswhen a change occurs . Confict is likely to becaused by a budget cutback , a change inorganisation direction , a change in personalgoals or the assignment o a new pro/ect to analready overloaded team .


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Cntd…

2. Perceived Confict (Stage 2) :

This is the stage at which members becomeaware o a problem . ncompatibility o needs

is perceived and tension begins as theparties begins to worry about what willhappen . ut no party eels that it is beingovertly threatened.

3. Fet Confict(Stage 3) :

!t these stages parties become emotionallyinvolved and begin to ocus on dierences o

opinion and opposing interests 2sharpeningerceived confict.


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Cntd…

nternal tensions and rustrations begin tocrystalli3e around speci"c , de"ned issues ,and people begin to build an emotional

commitment to their position.!. "ani#e$t Confict (Stage !):

!t this stage parties engage in actions that helpto achieve their own ob/ectives and ruin

those o others . Confict behaviours varyrom the subtle , indirect and highlycontrolled struggle . !t the organisationallevel , strike or lock%outs are the result .


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Cntd…

5. Confict %&tco'e (Stage 5) :

The confict "nally results in an outcome whichmay be unctional or dysunctional . handledwell , the result is unctional confict . mishandled , the conse4uences aredysunctional confict . !s confict proceedsthrough the stages , resolution becomes moredi5cult .

The parties become more locked into theirpositions and more convinced that the confict iswinning%lose situation . t is usually easier to

achieve win%win outcomes when the confict isrecognised early beore.


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Types of Conflict

Te$ o# Confict

6roup 1evel

Confict

ndividual

1evel Confict

0rganisational

1evel Confict

Intra-PersonalConflict

Inter-PersonalConflict

Intra-GroupConflict

Inter-GroupConflict

Intra-Organisational

Conflict

Inter-Organisational

Conflict


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Fr&$tration "ode

NEED(Deficiency

D!I"E(Deficiency

#it$ Direction

GO%L(!eductionof Drives and

FulfillsDeficiency&%!!IE!'

I OvertII Covert

F!)'*!%*ION

DEFENCE MEC+%NI'M' % %ggression

& #it$dra,alC Fiation

D Co.pro.ise


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Inter-Per$ona*Inter-Individ&a Confict

7ersonal -ierence

normation -e"ciency

8ole ncompatibility

9nvironmental :tress


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Positive Negative

Increased involve.ent

Increased co$esion

Increased innovation / creativity

Personal gro,t$ / c$ange Clarification of 0ey issues

Organisational vi1rancy

Individual / group identities

)nresolved anger

Personality clas$es

Less self-estee.

Inefficiency

Diversion of energy fro. ,or0

Psyc$ological ,ell 1eing t$reatened

#astage of resources

Negative cli.ate

Group co$esion disrupted

Po$itive + Negative Confict


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Leve$ + So&rce$ o# Confict

Intergro& Confict Task interdependence

Task ambiguity6oal incompatibility1imited resources

8eward systems

Intra-gro& Confict-isputes between

amily membersInterer$ona

Confict 'ohari indow

:troking 1ie 7ositionsIntra-Per$ona

Confict romrustration

6oals Confict

C$anges ,it$in eac$

group

C$anges 1et,een

groups


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Inter-Per$ona Confict

nter%individual confict occurs between twoindividuals in an organisation . t arises mainlybecause o dierences in perception ,temperaments , personalities , values systems ,socio%cultural actors , & role ambiguities .

Transactional !nalysis;T!< , 'ohari indow,:troking , & 1ie 7ositions seek to explain thephenomenon o inter%personal confict

=. Transactional !nalysis

>. 9go :tates

a< 7arent 9go :tate

b< !dult 9go :tate


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Cntd,

c< Child 9go :tate

?.:ocial Transactions

@.Complimentary Transactions

A.Crossed TransactionsB.+lterior Transactions


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Intra-ro& Confict

ntra%group confict reers to disputes amongsome or all o a groups members , which otenaect the groups perormance as happened inthe opening case . amily run business can be

especially prone to severe intra group & othertypes o conficts . These conficts typicallybecome more intense when an owner%ounderapproaches retirement , actually retires or dies.

8arely do amily businesses make it to the secondand third generations . The biggest obstacles tosuccession are the relationships among theamily members who own the business and bearresponsibility or keeping it alive or another


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Cntd,

generation . hat determines whether a amilybusiness soars or nosedives D t depends , in alarge part , on the respect that amily membersgive each other in the workplace , their

willingness to take on roles at work dierentrom those that they have at home , & theirability to manage confict .


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Inter-ro& Confict$

Confict between two groups or departments in anorganisation reers to intergroup confict .Confict between employees and managementare also due to inter%group conficts . Confict

between production department and marketingdepartments is an example o this confict .ntergroup confict arises due to E

• 0verlappingF

• !bsence o cooperationF

• 1ack o comprehensive understandingF

• Competition or sharing the same acilitiesF

• 8esource Crunch E when the available resources


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Cntd,.

are less than the demand or the same .

1ack o open minded approachF

!bsence o collaboration between Gamong

groups, *ore concern or group goals rather then

organisational goals F and

8esistance either to communicate or receive

communication .


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/ect$ o# Confict

Confict has both positive and negative eects . tcan be positive when it encourages creativity ,new looks at old conditions , the clari"cation opoints o view , & the development o human

capabilities to handle interpersonal dierences .

Po$itive /ect$ o# Confict

!cts as *otivation.

!cts as )eed :atis"er.

7rovide Creative & nnovative deas.

ntroducing Hariety.

Create +nderstandings.


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Cntd,.

Negative /ect$ o# Confict

nsubordination .

-rop in 7roductivity.

1ack o -irection.

ragmentation .

1ack o )ew deas.

!ect Iuality o work.


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Proce$$ #or 0e$o&tion o# Confict

=. 7reliminary :tep

>. -iagnosing the ssue

?. Confict Jandling *odes

. The !void !ppearance o Confict

. )ot 7ermitting Conficts to :urace

. *ediation

. 1etting the 7arties to :ettle their :cores

. *utual 7roblem :olving


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Confict "anage'ent Strategie$

Co.pro.ising

Colla1orating %cco..odating

Co.peting %voiding

Concern for 'elf Lo,()nassert

ive&e$aviour

+ig$

Lo,()ncooperative

&e$aviour

Concernfor

Ot$er

+ig$()nc

ooperativ e&e$aviou

r


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Confict "anage'ent Strategie$

=. !voiding;ithdrawal<

dvantage$:-

. The most important advantage to this strategy

is that no conficts arise between parties , as noone address the problems.

. Can put the other side under pressure.

. orces the other side to take the initiative.

H. Can buy time.


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Cntd,

i$advantage$:-

. The most important disadvantage o thisstrategy

is that the problems persist and can get worseovertime . ndividuals o higher authority maytake over and solve the problem with solutionsthat bene"t no parties.

. Can give the control to the other side .. !s its extreme , it may be unethical .


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Cntd,

>.!ccommodating;:moothing<

dvantage$:-

. t maximi3es empathy and minimi3es

assertiveness.. The advantage to accommodation is that

confict can be 4uickly resolved , which helpswith short% term goals.

. !ccommodating strategy helps to maintain goodrelationships and receive personal acceptance.

H. t also tries to ignore confict in an attempt tokeep everyone happy.


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Cntd,

i$advantage$:-

. !ccommodation can lead to lack o sel%esteemwithin the accommodating party . The winningparty may also begin to take advantage.

. The accommodating party may end upsacri"cing a principle that hampers meeting thelong%term goal.

. !nother disadvantage o accommodating peopleduring negotiation is that one side doesnt gettheir point across , and problems aecting themcontinue.


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Cntd,

?. Competing;-ominance<

dvantage$:-

. Jelpul in Hery :imple Cases

. ntimidating. 9ective

i$advantage$:-

H. )on% Creative

H. :talemate is 7ossible

H. +nrealistic

H. -i5cult to :ustain

H.+nexpected 8eaction


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Cntd,

@.Compromising

dvantage$:-

. The advantage o compromising strategy is that

everybody agrees to do their part to solveconfict.

. The outcome can generally e seen as #air$ toboth parties because each gets something in

return.. This also solve a short%term confict while laying

th oundation to resolving a long%term problem.

H. 7eople who use compromising tend to see

others as worthy and e4ual to them , and hence


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Cntd,

i$advantage$:-. The disadvantage o a compromising is that neither

party leaves the negotiating table completely happy.

. :ince compromises are short%term , they usually

indicate that another confict will occur in the uture.. esides seceding personal ambitions , compromising

may not work at all i the demands are too great orany or all parties to agree.

H. hile the "nal solutions typically has the approval oall concerned , it does not give clear and optimalresults or complex problems . t can be used toachieve a temporary solutions 4uickly while a morepermanent solutions is being considered and

prepared.


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Cntd,

A. Collaboratingdvantage$:-

. :talemate is 1ess 1ikely

. Continued 8elationship is 1ikely

. 1ess :tressuli$advantage$:-

H. )eeds an 0pponent with a Common :trategy

H. eak

H. Jigh 8isk


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Strategie$ #or 0e$oving Confict

!e.ove &arriers

Cognitive dissonance

!efuse to select eit$er approac$

Mini.i2es and priorities roles

Develop co.pati1ility 1et,een personal / organisational goals

Develop sat,ic gunas

Lose-Lose

Lose-,in

#in-#in

Developing co.ple.entary transactions

%ltering 1e$avioral Inputs!eali2ing t$at divided t$ey stand 3 united

t$ey fall

Pro1le.-solving

Organisation redesign

'uper ordinates goals

Epansion of resources

%voidance'.oot$en

Interpersonal Conflict

Interpersonal Conflict

IntergroupConflict

Inter group

Conflict


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!ny IuestionsK.D

conflicts in organisation

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