Conflict

•Definition
•Forms
•Resolution
Inter-Generational Conflict

Inter--generational conflict is more common

Inter
today because employees across age groups
work together more than ever before.

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Conflict
Conflict Defined
The process in which one
party perceives that its
interests are being opposed
or negatively affected by
another party.

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Conflict
 The Conflict Process

Conflict
Perceptions
Sources of Manifest Conflict
Conflict Conflict Outcomes
Conflict
Emotions

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Conflict
 Task-Related vs. Socio-
emotional Conflict-1
• Task
Task--related conflict

Conflict is aimed at issue, not parties

Basis of constructive controversy

Helps recognize problems, identify
solutions, and understand the issues
better

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Conflict
 Task-Related vs. Socio-
emotional Conflict-2
• Socioemotional conflict

Conflict viewed as a personal attack

Foundation of conflict escalation

Leads to dissatisfaction, stress, and
turnover

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Conflict
Organizational Conflict
Outcomes-1
• Dysfunctional outcomes

Diverts energy and resources

Encourages organizational politics

Encourages stereotyping

Weakens knowledge management

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Conflict
Organizational Conflict
Outcomes-2

• Potential benefits

Improves decision making

Strengthens team dynamics

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Conflict
 Sources of Conflict
Goal • Goals conflict with goals of others
Incompatibility

Different Values • Different beliefs due to unique

and Beliefs
background, experience,
training
• Caused by specialized tasks,
careers
• Explains misunderstanding in
cross-cultural and merger
relations
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Conflict
 Sources of Conflict
Goal Three levels of interdependence
Incompatibility
Pooled Resource
Different Values
and Beliefs
A B C
Task
Interdependence Sequential
A B C

Reciprocal A

B C

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Conflict
 Sources of Conflict
Goal
Incompatibility

Different Values
and Beliefs

Task
Interdependence

Scarce • Increases competition for resources

Resources to fulfill goals
Ambiguity • Lack of rules guiding relations
• Encourages political tactics

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Conflict
 Sources of Conflict
Goal
Incompatibility

Different Values
and Beliefs

Task Lack of opportunity

Interdependence --reliance on stereotypes
Scarce Lack of ability
Resources -- arrogant communication
heightens conflict perception
Ambiguity
Lack of motivation
-- conflict causes lower motivation to
Communication communicate, increases
Problems stereotyping
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Conflict
 Conflict Mgt. Styles:
Orientations
• Win
Win--win orientation

You believe parties will find a mutually
beneficial solution to their disagreement

• Win
Win--lose orientation

You believe that the more one party
receives, the less the other receives

Tends to escalate conflict, use of
power/politics
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Conflict
Conflict Management Styles
High
Assertiveness Competing Collaborating

Compromising

Avoiding Accommodating

Low High
Cooperativeness
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Conflict
 Emphasizing
Superordinate Goals
• Emphasizing common
objectives rather than
conflicting sub-
sub-goals
• Reduces goal incompatibility
and differentiation

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Conflict
Reducing Differentiation
• Removing sources of different values
and beliefs
• Move employees around to different
jobs, departments, and regions
• Other ways to reduce differentiation:

Encourage generalist careers

Common dress code and status

Common work experiences
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Conflict
 Improving
Communication/Understanding
Employees understand and appreciate
each other’s views through
communication

Informal gatherings

Formal dialogue sessions

Teambuilding activities
(away weekend etc)
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Conflict
 Other Ways to Manage
Conflict
Reduce Task Interdependence

Dividing shared resources

Combine tasks

Use buffers

Increase Resources

Duplicate resources

Clarify Rules and Procedures

Clarify resource distribution

Change interdependence
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Conflict
 Bargaining Zone Model
Your Positions
Initial Target Resistance

Area of
Potential
Agreement

Resistance Target Initial

Opponent’s Positions

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Conflict
Situational Influences on
Negotiation
• Location

• Physical Setting

• Time Investment and Deadlines

• Audience

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Conflict
Effective Negotiator
Behaviours
• Plan and Set Goals

• Gather Information

• Communicate Effectively

• Make Appropriate Concessions

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Conflict
Third-Party Objectives
Procedural
Efficiency
Fairness

Third-Party
Third-
Conflict Resolution
Objectives
Outcome
Effectiveness
Fairness

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Conflict
Irish Ferries Case(November 2005)
• Background:

Replacing all sea born staff with
cheaper eastern European staff
• Result

Boats tied up in ports

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Conflict