The document discusses conflict, negotiation, and managing conflict in groups. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Sources of conflict include different goals, authority issues, task dependencies, and scarce resources. When dealing with conflict, parties can use avoidance, accommodation, competition, compromise, or collaboration. Effective negotiation involves understanding bargaining strategies and integrating interests rather than taking positional stances. Managing conflict in groups requires addressing sources of conflict through techniques like role definition, interpersonal skills training, and participative management.
2. Conflict:
A process that begins when one
party perceives that another party
has negatively affected or is about
to negatively affect something
which the first party cares about.
5. Sources of Conflict
Task Interdependencies
● One member of a group or a group fails to
finish a task that another member or group
depends on, causing the waiting worker or
group to fall behind.
Different Evaluation or Reward Systems
● A group is rewarded for achieving a goal,
but another interdependent group is
rewarded for achieving a goal that conflicts
6. Sources of Conflict
Scarce Resources
● Managers can come into conflict over the
allocation of scare resources.
Status Inconsistencies
● Some individuals and groups have a higher
organizational status than others, leading to
conflict with lower status groups.
20. Stage V: Outcomes
● Functional Outcomes from Conflict
● Increased group performance
● Improved quality of decisions
● Stimulation of creativity and innovation
● Encouragement of interest and curiosity
● Provision of a medium for problemsolving
● Creation of an environment for selfevaluation and
change
● Creating Functional Conflict
● Reward dissent and punish conflict avoiders
27. Conflict Management Styles
When to use conflict management styles
• Collaboration and problem solving is preferred to gain true conflict
resolution when time and cost permit.
• Avoidance may be used when an issue is trivial, when more
important issues are pressing, or when people need to cool down
temporarily and regain perspective.
• Authoritative command may be used when quick and decisive
action is vital or when unpopular actions must be taken.
• Accommodation may be used when issues are more important to
others than to yourself or when you want to build “credits” for use in
later disagreements.
• Compromise may be used to arrive at temporary settlements of
34.
Type of Conflict Sources of
Conflict
Management
Strategy
1. Intra individual Conflicting goals,
needs, motives
Role Definition
2. Interpersonal Disagreements
antagonism
IPC Skills,TA,
Johari-Window,
Creative P S,
Assertive
Behaviour3. Inter-group Power, Authority
Status
Participative Mgt.
Team Bldg.
Training
4. Organizational Hierarchical
Conflict
Functional
conflict
Institutional Goal
setting
5. Client Hospital Quality of patient
care and
communication
Community Goal
Setting, Public
Relations
Model for diagnosis and management of
conflict