1. Managing Conflict in Organization
Presented to:
Sir Ailya Massey
Presented by:
Suleman Yousaf
2. A serious disagreement or argument between people,
organization, or countries.
OR
To fight or disagree actively.
What is Conflict?
3. Types of organizational conflict
Personal conflict:
A personal conflict involves a conflict between two people,
most often from a mutual dislike or personality clash.
Intragroup conflict:
Conflict arises in groups because of the scarcity of freedom,
position, and resources. People who value independence tend to
resist the need for interdependence and, to some extent, conformity
within a group. People who seek power therefore struggle with
others for position or status within the group.
Intergroup conflict:
Intergroup conflict occurs in four general forms. Horizontal strain
involves competition between functions, for example, sales versus
production.
5. Causes for Conflicts
Managerial Expectations:
• It is the job of an employee to meet the expectations of his manager,
but if those expectations are misunderstood, conflict can arise.
Breakdown in Communication:
• If a department requires information from another department in
order to do its job, and the second department does not respond to the
request for information, a conflict can arise.
Misunderstanding the Information:
• One person may misunderstand information, and that can trigger a
series of conflicts. In order to deal with this kind of situation, it is best
to have the person admit her misunderstanding and work with the
affected parties to remedy the situation.
6. Causes for Conflicts
Lack of Accountability:
• If something has gone wrong, and no one is willing to take
responsibility for the problem, this lack of accountability can start to
permeate throughout the entire company until the issue is resolved.
Role conflict:
• Behavioral scientists sometimes describe an organization as a system
of position roles. Each member of the organization belongs to a role
set, which is an association of individuals who share interdependent
tasks and thus perform formally defined roles.
• Role Conflict: example student
• Role Strain: example mother
7. Positive outcomes
• In a different view, organizational conflict represents an
opportunity for productive change. The use of effective
communication lies at the heart of this view.
• The simple act of acknowledging and seeking
solutions to organizational conflicts can defuse them
and draw employees into a stronger relationship with
the business.
• It can also encourage an adaptable organization that
copes efficiently with the rapid changes faced by
modern businesses.
8. Negative outcomes
•Conflicts cause stress, which reduces worker
satisfaction.
•This diminished satisfaction can lead to
increases in absenteeism and turnover.
•Conflict can also diminish trust in supervisors and
fellow employees, which can slow or stop progress on
projects.
9. Six-step procedure for dealing with conflict in teams
Conflict is a normal part of working in teams, because it brings creativity and helps
avoid group think. However, too much conflict can stop teams for doing their work
and certain procedures should be followed to get back on track. Guffey, Rhodes and
Rogin have come up with a six-step process for dealing with conflict in teams:
• Listen: In order for everyone to understand the problem.
• Understand the other's point of view: Listening makes understanding the other's
position easier. Show this by asking questions.
• Show a concern for the relationship: Focus on the problem, not the person. Show
that his or her needs are cared for and an overall willingness to resolve the conflict.
• Look for common ground: Identify both sides' interest and see what you have in
common.
• Invent new problem-solving options: Brainstorm on new ways to solve the conflict
and be sure to be open to new suggestions.
• Reach an agreement on what's fair: Find a middle ground of what's fair and
choose the best options after weighing the possible solutions.
10. Ways to deal with group conflict effectively
1. Acknowledge the Conflict
2. Stop and Cool Off
3. Clarify Positions
4. List facts and assumptions
5. Break into smaller groups
6. Communicate change timely
7. Give employees a voice
11. Ways to handle Conflicts
Get to the Cause:
• Focus on deep-rooted causes rather than superficial effects when
assessing conflicts. Parties to a conflict often claim to have issues
with the behavior of co-workers or the outcome of company policies
and work procedures, but these issues are likely being caused by
something deeper.
Equal Voices:
• Give all parties of a conflict an equal voice, regardless of their
position, length of service or political influence.
12. Conflict Resolution
The ideal method for resolving problems and making difficult
decisions involves two steps, a magic formula that is guaranteed
to work. In fact, it’s never failed when applied correctly. Here it
is:
• Define the problem
• Decide how to solve it
13. Conflict Resolution
Step 1: Defining the problem
• Verbalize other person’s position if he cannot do so himself. Then
effective time period should be allocated . After that the person
should be sure the other person understands your commitment to
finding a solution acceptable to both.
Step 2: Generating possible solutions (brainstorming)
• Think divergently
• Ask the other person to suggest solutions first
• Avoid all evaluation for now
14. Conflict Resolution
Step 3: Evaluating the various solutions
• Honestly and reality are now important
• Actively listen and genuinely consider the other person’s
preferences
• One solution to make sure you both understand
Step 4: Deciding on a mutually acceptable solution
• Be careful not to push your solution
• When close to agreement, state the tentative Solution to
make sure you both understands
15. Conflict Resolution
Step 5: Implementing the solution
• Decide who will do what and when
• Trust the other person to do his part rather than talk about
failure contingencies
Step 6: Evaluating the solution
• All decisions are open to modification or repeal, but
not unilaterally
16. Resolution of organizational conflict
1. Managing resources
2. Clarifying organizational roles
3. Reorganization of relationships among departments
4. Regulating communication flow
5. Reducing differences
6. Job redesign
7. Role clarification
17. Benefits of proper conflict management
Improved on-the-job and
off-the-job relationship
Self-
Satisfaction
Improvements in ones’
health and well-being
Reduced stress.
More value and balance in
daily life
To Employees To Organization
Increased productivity
A reduction in staff turnover
and recruitment costs
Less negative organizational
stress
Improved morale
Better team work and
communication
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