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Chapter 7 Managing Conflicts

The document discusses various types of conflicts that can occur within groups and organizations. It provides a six-step procedure for dealing with conflicts in groups which includes listening, understanding other perspectives, finding common ground, and reaching agreements. Additionally, it discusses causes of conflicts and positive ways to handle conflicts such as having a grievance procedure and focusing on resolving deeper issues rather than superficial effects.

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193 views

Chapter 7 Managing Conflicts

The document discusses various types of conflicts that can occur within groups and organizations. It provides a six-step procedure for dealing with conflicts in groups which includes listening, understanding other perspectives, finding common ground, and reaching agreements. Additionally, it discusses causes of conflicts and positive ways to handle conflicts such as having a grievance procedure and focusing on resolving deeper issues rather than superficial effects.

Uploaded by

aboubakr soultan
Copyright
© © All Rights Reserved
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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Chapter 7

Managing Conflicts

1
Group Conflict
 Group conflict is common in the workplace
where it may hinder productivity and the
achievement of team goals. If
management of conflict is not effective, it
can totally disrupt the entire group
process but successfully-managed conflict
may benefit the group.
2
Nature of Conflict

Conflict arises Conflict is


out of mutually different from
exclusive goals Competition

3
Six-step procedure for dealing with
conflict in Group
 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:

4
Six-step procedure for dealing with conflict

• 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.
5
Six-step procedure for dealing with
conflict
• 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.

6
Types of Group conflicts

Group conflicts” have three common symptoms:


 Team members persist in arguing the same points.
  When the team reaches impasse, talks gets personal.
Accusations may be spoken out loud, and members
may speculate privately about one another’s motives.
  Once negative attributions take hold, emotions flare
and progress halts.
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Sources of conflict

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Ways to deal with group conflict effectively

 Acknowledge the conflict


 Stop and cool off
 Clarify positions
 List facts and assumptions
 List facts and assumptions
 Break into smaller groups
 Reconvene the groups
 Celebrate the resolution as a team 9
Organizational conflict

 It is a state of discord caused by the


perceived opposition of needs, values and
interests between people working together.
Conflict takes many forms in organizations.
There is the inevitable clash between
formal authority and power and those
individuals and groups affected.
10
Types of organizational conflict

Personal conflict A personal conflict


involves a conflict between two people,
most often from a mutual dislike or
personality clash.

11
Types of organizational conflict (Cont..)

 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.

12
Types of organizational conflict (Cont..)

 Intergroup conflict: Intergroup conflict


occurs in four general forms. Horizontal
strain involves competition between
functions, for example, sales versus
production, research and development
versus engineering, purchasing versus legal,
line versus staff, and so on.
13
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
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modern businesses.
Negative outcomes

 Conflicts cause stress, which reduces worker


satisfaction.
 Thisdiminished 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.

15
The Effect of Conflict on Organization Performance

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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. 17
Causes for Conflicts (Cont..)

 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.
18
Causes for Conflicts (Cont..)
 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.
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Causes for Conflicts (Cont..)

 Officeromance • Office romances can be a


cause of workplace conflict. Accusations of
favoritism may occur, especially if it is a
supervisor-subordinate relationship. If the
relationship goes awry, one party may seek
to exact revenge on the other.

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Ways to handle Conflicts

Conflict is inevitable in any organization. Conflict can


arise from a variety of sources, and between
supervisors and subordinates, between co-workers,
and between employees and customers.
 Positive Perspective • Accept conflict as a natural
growth process and influence your company culture to
view constructive conflict positively.
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Ways to handle Conflicts (Cont..)

 GrievanceProcedure • Create a formal grievance


procedure for all employees.
• Let employees at all levels of your organization know
that their voices will always be heard, and respond
promptly and reasonably to employees issues.

22
Ways to handle Conflicts (Cont..)

 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.

23
Ways to handle Conflicts (Cont..)

 Equal Voices • Give all parties of a conflict an equal


voice, regardless of their position, length of service or
political influence.
 ResolutionParticipation • Involve all parties, if
possible, when drafting conflict resolutions. The
theory of Management By Objectives (MBO) states that
employees are generally more committed to goals that
they have helped to create.
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Conflict Resolution

 Theideal 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
25
Conflict Resolution (Cont…)

 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.
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Conflict Resolution (Cont…)

Step 2: Generating possible solutions


(brainstorming) • Think divergently •
Ask the other person to suggest
solutions first • Avoid all evaluation
for now
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Conflict Resolution (Cont…)
 Step3: 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
 Step4: 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
28
Conflict Resolution (Cont…)

 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
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Resolution of organizational conflict
 1. Managing resources
 2. Ombudsman
 3. Decentralization
 4. Clarifying organizational roles
 5. Reorganization of relationships among
departments
 6. Regulating communication flow
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Resolution of organizational conflict (Cont..)

 Reducing differences
 8. Induction programs
 9. Job redesign
 10. Role clarification
 11. Interpersonal level

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Benefits of proper conflict management

To Employees To Organization

•Improved on-the-job and •Increased productivity


off-the-job relationship •A reduction in staff turnover
•Self-Satisfaction and recruitment costs
•Improvements in ones’ • Less negative organizational
health and well-being stress
• Reduced stress. •Improved morale
•More value and balance in • Better team work and
daily life communication
32
Thank you

33

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