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CONFLICT MANAGEMENT
Introduction To Conflict:
Conflict is difficult to define, because it occurs in many different settings. The essence of conflict seems to be disagreement, contradiction, or incompatibility. Thus, CONFLICT refers to any situation in which there are incompatible Goals, Cognitions, or Emotions within or between individuals or groups that lead to opposition or antagonistic interaction. The definition recognizes three basic types of conflict:
Goal conflict is situation in which desired end states or preferred outcomes appear to be incompatible.
Cognitive Conflict is a situation in which ideas or thoughts are inconsistent.
Affective Conflict is a situation in which feelings or emotions are incompatible; that is, people literally become angry with one another. Conflict is very common in organizational settings. This is not necessarily a negative feature; the resolution of conflict often leads to constructive problem solving.
Conflict exists in many forms other than the form that can result from competition, and managers should understand the different ways of conflict resolution. Thus examines conflict from a variety of view points. It first considers the positive and negative aspects of conflict. Next, it discusses the levels of conflict that can occur within organizations. Finally, it identifies some of the basic strategies for managing conflict.
Levels Of Conflict
The five levels of conflict are intrapersonal (within an individual), interpersonal (between individuals), intragroup (within a group), intergroup (between groups), and intraorganizational (within organizations).
Intrapersonal Conflict
Intrapersonal Conflict, which occurs within an individual, often involves some form of goal conflict or cognitive conflict. Goal conflict exists for individuals when their behaviour will result in outcomes that are mutually exclusive or have compatible elements (both positive and negative outcomes).
- Approach-approach conflict is a situation in which a person has a choice between two or more alternatives with positive outcomes; for example, a person can choose between two jobs that appear to be equally attractive.
- Avoidance - avoidance conflict is a situation in which a person must choose between two or more alternatives, and they all have negative outcomes. For example, employees may be threatened with punishment in the form of demotion unless they do something they dislike spend much time travelling on their job, for example.
- Approach-avoidance conflict is a situation in which a person must decide whether to do something that had both positive and negative outcomes, for example, being offered a good job in a bad location.
Interpersonal Conflict
Interpersonal conflict involves two or more individuals rather than one individual. Two managers competing for the same promotion, two executives maneuvering for a larger share of corporate capital examples of conflict between individuals are legion and quite familiar.
Reasons
- Personality differences: Some people have difficulty in getting along with each other. This is purely
a psychological problem and it has nothing to do with their job requirements or formal interactions.
- Perceptions: Varied backgrounds, experiences, education and training result in individuals developing different perceptions of similar realities; te result being an increase in the likelihood of interpersonal conflict.
- Clashes of values and interests: Conflict that so commonly develops between engineering and manufacturing personnel shows how differences in values might underlie conflict. Members of the engineering department might place a premium on quality, sophisticated design and durability while members of the manufacturing department might value simplicity and low manufacturing costs.
- Power and status differences: As pointed out by Abraham Zalenznik "Organizations are political structures". They operate by distributing authority and setting a stage for the exercise of power. Similarly status inconsistencies lead to conflict.
- Scarce resource: Interpersonal conflict is almost automatic anytime there is scarcity. Conflicts over scarce resources are exceedingly common in organizations. Where the scarcity is absolute (the resource level cannot be enhanced) it is very difficult to manage interpersonal
different personal characteristics are frequently associated with different values and beliefs, and the surfacing of these different values tends to create conflict.
Role Conflict
A role is the cluster of activities that others expect individuals to perform in their position. A role frequently involves conflict.
Managing Conflict
Except in very few situations where the conflict can lead to competition and creativity so that in such situations the conflict can be encouraged, in all other cases where conflict is destructive in nature, it should be resolved as soon after it has developed as possible, but all efforts should be made to prevent it from developing.
- Preventing conflict. Some of the preventive measures that the management can take, according to
Schein are:
a) Goal structure: Goals should be clearly defined and the role and contribution of each unit towards the organizational goal must be clearly identified. All units and the individuals in these units must be aware of the importance of their role and such importance must be fully recognized.
b) Reward System: The compensation system should be such that it does not create individual competition or conflict within the unit. It should be appropriate and proportionate to the group effort and reflect the degree of interdependence among units where necessary.
c) Trust and communication: The greater the trust among the members of unit, the more honest and open the communication among them would be. Individuals and units should be encouraged to communicate openly with each other so that they can all understand each other, understand each other’s problems and help each other when necessary.
d) Co-ordination: Co-ordination is the next step to communication. Properly co-ordinated activity reduce conflict. Wherever there are problems in co-ordination, a special liaison office should be established to assist such co-ordination.
- Resolving Behavioural Conflict
Various researchers have identified five primary strategies for dealing with and reducing the impact of behavioural conflict. Even though different authors have given different terminology to describe these strategies, the basic content and approach of these strategies remain the same. These are:
- Ignoring the conflict. In certain situations, it may be advisable to take a passive role and avoid it all together. From the manager’s point of view, it may be specially necessary when getting involved in a situation would provoke further controversy or when conflict is so trivial in nature that it would not be worth the manager’s time to get involved and try to solve it. It could also be that the conflict is so fundamental to the position of the parties involved that it may be best either to leave it to them to solve it or to let events take their own course. The parties involved in the conflict may themselves prefer to avoid conflict, specially if they are emotionally upset by the tension and frustration created by it. People may intrinsically believe that conflict is fundamentally evil and its final consequences are never good. Thus people may try to get away from conflict causing situations.
- Smoothing: Smoothing simply means covering up the conflict by appealing for the need for unity rather than addressing the issue of conflict itself. An individual with internal conflict may try to “count his blessings” and forget about the conflict. If two parties have a conflict within the organization, the supervisor may try to calm things down by being understanding and supportive to both parties and appealing them for co-operation. The supervisor does not ignore or withdraw from the conflict nor does he try to address and solve the conflict but expresses hope that “everything will work out for the best of all.” Since the problem is never addressed, the emotions may build up further and suddenly explode. Thus smoothing provides only a temporary solution and conflict may resurface again in the course of time. Smoothing is more sensitive approach than avoiding in that as long as the parties agree that not showing conflict has more benefits than showing conflicts, the conflict can be avoided.
- Compromising: A compromise in the conflict is reached by balancing the demands of the conflicting parties and bargaining in a give and take position to reach a solution. Each party gives up something and also gains something. The technique of conflict resolution is very common in negotiations between the labour unions and management. It has become customary for the union to ask for more than what they are willing to accept and for management to offer less than what they are willing to give in the initial stages. Then through the proces of negotiating and bargaining, mostly in the presence of arbitrators, they reach a solution by compromising. This type of compromise is known as integrative bargaining in which both sides win in a way.
Compromising is a useful technique, particularly when two parties have relatively equal power, thus no party can force its viewpoints on the other and the only solution is to compromise. It is also useful when there are time constraints. If the problems are complex and many faceted, and the time is limited to solve them, it might be in the interest of conflicting parties to reach a compromise.
