interpersonal conflict in an organization

8/2/2019 Interpersonal Conflict in an Organization

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` An organization is a social arrangement which pursues collective goals, controls its own perf ormance, and has a

boundary separating it from its environment.

` An organizational structure consists of activities such as

task allocation, coordination and supervision, which are

directed towards the achievement of organizational aims.



Company Organization

Chart

Corporate Organizational

Chart



` Conflict is an unavoidable situationalpart of our everyday professional and

personal lives.

` Conflict between people is a fact of life.

` Conflicts occur at all levels of interaction.

` All conflicts are not unproductive.

` Conflicts can be useful, constructive & positive.

` Conflict can promote innovation, creativity and developmentof new ideas, which make organizational growth possible.

` If it is handled well, however, conflict can be productive ² leading to deeper understanding, mutual respect and

closeness.



` Conflict is a problem f or

both management and emplo yees, with

potentially destructive consequences

f or both.

` However, the accountabilities f or resolving such

issues are different f or managers and emplo yees.

` Emplo yees should be held accountable f or

individual perf ormance and behavior.



` T here are disputes over how revenues should be divided, how

the work should be done, and how long and hard people

should work.

` T here are jurisdictional disagreements among individuals,

departments, and between unions and management.

` T here are subtler f orms of conflict involving rivalries,

jealousies, personality clashes, role def initions, and struggles

f or power and favor.

` T here is also conflict within individuals ³ between competing

needs and demands ³ to which individuals respond in

different way s.



` Interpersonal Conflict: (Conflict between Individual)Interpersonal conflict is the conflict between individuals of

the organization.

` Intragroup Conflict: (Conflict between Individual andGroup) Intragroup conflict is the conflict within an internal

group, team or department.

` Intergroup Conflict: Intergroup conflict is the conflictbetween different groups, teams or departments. When

different groups are pitted against each other, this is an

example of an intergroup conflict.

` Interorganizational Conflict: Interorganizational conflict is

the conflict that arises across different organizations. When

different businesses are competing against one another, this

is an example of interorganizational conflict.



` Conflict is an inevitable part of humaninteraction, ranging from verbaldisagreements to phy sical altercations.

` T

he way thevar

iou

spart

ie

shandle theconflict play s a large role in how the

situation resolves or escalates.

` Interpersonal conflict occurs when two ormore individuals who must work together

fail to share the same views, and havedifferent interests or goals.



` Economic man

` Social man

` Organizational man

` Self-actualizing man` Complex man

` Impulsive man

` Compulsive man



Personal Differences:

A common source of conflict is personal differences, because

every person brings a unique (and often incompatible) set of

values, perceptions and expectations to the table.

Environmental Stress:

A stressful environment is another source of conflict.

Uncertainty of future events and scarcity of resources, such

as f ood or money , can lead to disputes among otherwise

friendly individuals.



Informational Deficiencies:

Another source of conflict is inf ormational def iciencies.

Communications are not alway s received, may be

misinterpreted or different conclusions may be drawn based

on past experiences.Role Incompatibility:

Role incompatibility may be a cause of conflict because of differences between the goals and responsibilities assigned to

an individual and what the individual would rather be doing.



Identify the Problem

Come Up With Several Possible

Solutions Evaluate These Alternative Solutions

Decide on the Best Solution

Implement the Solution

Continue to Evaluate the Solution



` Stimulation to search f or new facts or

resolution

` Assessment of power and ability

` Result in a solution of the problem` Increase in group cohesion and perf ormance

` Increase in the involvement of the individual.



` Drop in productivity

` Lack of direction

` Lack of new ideas.

` Quality of work.` Deadlines.

` Fragmentation.

` Insubordination.



` Communication model

` T wo key ideas behind the tool

` Has f our quadrants



` Quadrant 1: Open Area

` What is known by the person about

him/herself and is also known by others.



Quadrant 2: Blind Area, or "Blind Spot´

What is unknown by the person about

him/herself but which others know. T his

can be simple inf ormation, or can involve

deep issues (f or example, feelings of

inadequac y , incompetence, unworthiness,

rejection) which are diff icult f or individuals

to face directly , and yet can be seen by

others.



` Quadrant 3: Hidden or Avoided Area

` What the person knows about him/herself

that others do not.



` Quadrant 4: Unknown Area

` What is unknown by the person about

him/herself and is also unknown by others.



In most cases, the aim in groups should be to develop

the Open Area f or every person.

Working in this area with others usually allows f or

enhanced individual and team effectiveness and

productivity. T he Open Area is the ¶ space· where good

communications and cooperation occur, free from

confusion, conflict and misunderstanding.

Self-disclosure is the process by which people expand

the Open Area vertically. Feedback is the process by

which people expand this area horizontally.

By encouraging healthy self-disclosure and sensitive

feedback, y ou can build a stronger and more effective

team.



` Conflict can be healthy in a competitive way!

` Conflict if carried back to home, it may disturbyour professional and personal life

interpersonal conflict in an organization

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