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Conflict Management: Sources of Conflict Types of Conflict Conflict Resolution

The document discusses conflict management in the workplace. It defines conflict and explains that conflict arises from differences in employees and is unavoidable. It describes sources of conflict such as varying skills/values of employees and competition over scarce resources. The document also categorizes types of vertical, horizontal, covert and overt conflict. It outlines strategies for conflict resolution including avoidance, accommodation, collaboration, compromise and competition. Finally, it states that effective conflict management can make work more productive and help resolve issues.

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Justin Ahorro-Dionisio
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61 views14 pages

Conflict Management: Sources of Conflict Types of Conflict Conflict Resolution

The document discusses conflict management in the workplace. It defines conflict and explains that conflict arises from differences in employees and is unavoidable. It describes sources of conflict such as varying skills/values of employees and competition over scarce resources. The document also categorizes types of vertical, horizontal, covert and overt conflict. It outlines strategies for conflict resolution including avoidance, accommodation, collaboration, compromise and competition. Finally, it states that effective conflict management can make work more productive and help resolve issues.

Uploaded by

Justin Ahorro-Dionisio
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Conflict Management

Sources of Conflict
Types of Conflict
Conflict Resolution
Conflict Management
 Conflict - clash between two opposing and
oftentimes hostile parties.
 Conflict cannot be avoided because of the
complexity of the relationships within the
organization.
 Can be resolved through:
 Problem solving and clarification
 Establishment of norms and determination of
boundaries
Conflict Management
 Managing conflicts can:
 Stimulate competition
 Identify pertinent differences within the
institution
 Be a powerful motivation for positive
change
Conflict Management

 Ignoring or suppressing conflicts can:


 Decrease productivity
 Increase possibility of occurrence of
mistakes
Sources of Conflict
 Human interactions that relate to conflict are
characterized by competition, domination and
provocation. It arises from:
 Difference in knowledge, skills, values, interests
 Scarcity of resources
 Intergroup rivalry for rewards
 Role ambiguity, unworkable organizational
structure
 Shift in organizational power base and
organizational climate and unacceptable
leadership styles
Sources of Conflict
 Factors that provoke conflict are failure to
provide assistance or complete information on
patient care.
 Varying perceptions of work situations can be
caused by:
 Different work responsibilities
 Unstable staffing and work schedules
 Highly differentiated work positions or role change
 Disagreement over policies and procedures
 Competition fore scarce resources
Sources of Conflict
 Conflict arises because of poorly
expressed relationships including
unfulfilled expectations
 Differences in position in the hierarchy
can also give rise to significant
differences in the perception of events.
Types of Conflict
 Covert conflict
 More dangerous because it is not what
appears on the surface
 Results in harbored feelings that drain both
physical and psychological energy.
Types of Conflict
 Vertical conflict
 Difference in opinions between superiors and
subordinates are more often caused by
inadequacy in communication, opposing interests,
and lack of shared perceptions and attitudes.
 Horizontal conflict (line and staff conflict)
 Arises from lack of consensus between
departments and the clash of personalities that
affect teamwork resulting in conflict.
Types of Conflict
 Behavioral Standpoint
 “perceived condition that exists between two parties, when
one or more parties perceive goal incompatibility and some
opportunity for interfering with goal achievement of the
other.”
 Process Standpoint
 “what occurs when real or perceived conflicts exist in goals,
values, ideas, attitudes, beliefs, feelings, or action of two or
more parties. It can occur within one individual
(intrapersonal); between two or more individuals
(interpersonal); within one group (intragroup), and between
two or more groups (intergroup).”
Conflict Resolution
 Avoidance
 Participants never acknowledge that a conflict arises.
 Accommodation
 Self-sacrifice. The person neglects his own needs to meet
the goals of the other party.
 Collaboration
 Inspires mutual attention to the problem and utilizes the
talent of all parties.
 Compromise
 Both parties seek expedient, acceptable answers for short
periods when the goals are only moderately important and
the parties have equivalent power.
Conflict Resolution
 Competition
 Expressed through the suppression of conflict through
authority-obedience approach. This enforces the rule of
discipline.
 Smoothing
 Disagreements are ignored so that surface harmony I
maintained in a state of peaceful co-existence.
 Withdrawing
 One party is removed thereby making it possible to resolve
the issue.
 Forcing
 Yields an immediate end to the conflict but leaves the cause
of the conflict unresolved.
Conflict Resolution
 Basic rules on mediating a conflict:
 Establish clear guidelines and make them known
to all.
 Select a time that is best for all parties.
 Create an environment that makes people
comfortable to make suggestions.
 Keep a two-way communication.
 Stress a peaceful resolution rather than
confrontation.
 Emphasize shared interests.
 Follow-up on the progress of the plan.
Conflict management keeps conflict from
escalating, makes work productive, and
helps translate conflict into a positive or
constructive force.

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