Managing Conflicts Simply stating conflict is disagreement among parties. It can be considered as an expression of negative attitudes and misunderstanding.

Different writers have defined conflict in different ways. According to Joe Kelley, Conflict is opposition or dispute between persons, groups or ideas. According to Stephen P. Robbins, Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about. According to James Stoner, Conflict involves disagreement about the allocation of scarce resources or a clash of goal, status, values, perception or personalities. Conflict is an integral part of an organization. Wherever there is interaction among people, there is conflict. If conflict is too little, performance of the employees tends to be low. If it is too high, it can be a disruptive force. Optimal level of conflict can be good for the health of an organization. Views about conflict approach traditional behaviorist integrationist

views conflict is always bad when there are two or more than two persons conflict is inevitable If conflict is not there it should be created to the optimal level.

Conflict creation method and solving method creation methods resource allocation position creation and fitting the person work and responsibility division

resolving methods negotiation, mediation, arbitration, adjudication

Optimal Conflict Level High

Performance

Low

Conflict

High

Conflict and Performance Types of conflict: Conflicts can be of two types: Functional conflict: This type of conflict is issue- oriented, generally of administrative or technical nature. It results in improvement of performance. Dysfunctional (personal): It is personality oriented consisting of deep-rooted personal feelings and attitudes. It has negative effect on performance.

Approaches to conflict: There are three approaches to conflict: Traditional approach: It views conflict as harmful, destructive, unnecessary and threatening to the organizational effectiveness. It advocates elimination of conflict through rewards and punishment. Behavioral approach: It views conflict as inevitable in organizations. People differ in their goals, values and attitudes. Conflict is the natural outcome of behavioral interactions. Interactionist approach: It views functional conflict as a necessary for organizational effectiveness. It advocates stimulation of conflict if there is no conflict in the organization. The positive outcomes of conflict under interactionist approach can be: high quality decisions, group cohesiveness, idea testing, highlight problems and organizational development.

Levels of conflict: Conflict can occur at four levels: Intra-individual levels e.g. frustration due to goals and role conflict. Interpersonal conflict due to personality clashes, communication failures and perception Intergroup conflict: e.g. conflict between production and marketing department.

Causes of conflict: The various causes of conflict may be personal differences, limited resources, unclear relationships, communication obstacles, status and role incompatibility, goal differences, personality clashes, structural changes, task factors, unfavorable organization climate, sexual harassment, deprivation of rights, conflicting reward system etc. Strategies for Conflict management: The strategies for conflict management should include conflict resolution and conflict simulation. Conflict resolution: This can be done through containment, mediation, confrontation, avoidance and diffusion. Conflict simulation: This can be done by changing rules and procedures, firing an insider, bringing an outsider, organizational restructuring.

Listening is the key to conflict management. Conflicts are common in Nepalese organizations. They are generally viewed as harmful, destructive and unnecessary. Nepalese managers do not seem to be giving due considerations for functional conflict and management of conflict. Listening is the key to conflict management. Conflicts are common in Nepalese organizations. They are generally viewed as harmful, destructive and unnecessary. Nepalese managers do not seem to be giving due considerations for functional conflict and management of conflict. Styles of Conflict Management Approach Objective

Your Posture

Supporting Rationale

Likely Outcome

Forcing

Get your way.

Avoiding

Avoid having to deal with conflict.

I know whats right. Dont question my judgment or authority. Im neutral on that issue. Let me think about it.

It is better to risk causing a few hard feelings than to abandon a position you are committed to. Disagreements are inherently bad because they create tension.

You feel vindicated, but other party feels defeated and possibly humiliated.

Interpersonal problems dont get resolved, causing long-term frustration manifested in a variety of ways.

Accommodating

Dont upset the other person.

Compromising

Reach an agreement quickly.

How can I help you feel good about this encounter? My position isnt so important that it is worth risking bad feelings between us. Lets search for a mutually agreeable solution.

Maintaining harmonious relationships should be our top priority.

Other person is likely to take advantage of you.

Prolonged conflicts Participants become conditioned distract people from to seek an expedient, rather than their work and engender effective solution. bitter feelings.

Collaborating

Solve the problem This is my together. position. What is yours? Im committed to finding the best possible solution.

The positions of both Participants find an effective parties are equally solution. important (though not necessarily equally valid). Equality emphasis should be placed on the quality of the outcome and the fairness of the decisionmaking.

Tips for Managing Workplace Conflict Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others perspectives on the conflict situation Acknowledge feelings before focussing on facts Focus on solving problems, not changing people If you cant resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved