SOURCES OF CONFLICT

Resource
Uncertainty Reward System
Scarcity

CONFLICT

Goal Personal
Interdependence
Incompatibility Differences
 -

Is Conflict Destructive ?
Yes ?
Or
No ?
 LEVELS OF CONFLICT

 Very Low Level – leads complacency & stagnation

 Moderate Level – stimulates creativity

 Very High Level – ‘I’ supersedes ‘we’

Conflict & Performance
 TYPES OF CONFLICT
 Intrapersonal – within a person

 Avoidance : Absenteeism, hiding out, self-centered.

 Repression : Ill health, Low satisfaction, inconsistency in
performance, Irritated behaviour, high drinking.
 Reactive : Anger, Non-cooperation, Destruction, Strike.

 Interpersonal – Between two or more persons

: due to incompatible goals, styles and values, age,
Edn.
 TYPES OF CONFLICT (Cont’d)
 Intragroup – within the group

 Intergroup – between two or more groups

 Inter State conflict

 Inter National Conflict

SYMPTOMS OF ORGANIZATION LEVEL
CONFLICT
 Low cohesion and cooperation in the group.

 Lack of coordination and Communicating.

 Lack of efficiency and effectiveness.

 Failure in attaining organizational goals and objectives.

 HOW TO MITIGATE CONFLICT
 Accommodation – high level of cooperation.
 Avoiding – another way to resolving conflict (trivial issues / no
change of winning.
 Collaboration – Tie-up.
 It converts win-lose situation to win-win situation.
 Effective in complex scenario.
 Finds novel solution to the critical situation.
 Competing
 Win-lose approach.
 Very assertive way of working.
 Achieving goal a high priority.
 When time is very scarce and critical.
 HOW TO MITIGATE CONFLICT (cont’d)
 Negotiation – mutually agreeable arrangement
Phases of Negotiation : Investigation & Preparation
: Presentation
: Bargaining
: Agreement
 Compromising
 Lose-lose approach.
 Neither manager nor employees achieve the goal.
 Gives temporary solution.
 -

 Apart from above mentioned methods we may adopt following:

 Providing solution-satisfactory and acceptable to parties.

 Done by skilled administration.

 If still situation beyond control then external intervention(experts,

policing, court of law) required.
 CONSEQUENCES OF CONFLICT
BENEFITS DISADVANTAGES

 High Energy  Focus on conflict

 Focus on the task  Concern with winning at all costs
 Stimulate innovation  Distorted judgment /
 Increased group communication
communication  Lack of cooperation
 Group cohesion  Loser effect
 Open Discuson
 So Answer to my Question – Is conflict destructive?
Yes or No. -

Here is the Answer

Conflict is constructive (moderate level conflict).

It becomes destructive (very high level conflict) if not dealt with
properly and effectively.
 LITERATURE REVIEW
1. Conflict in higher education and its resolution by Peter WA West,
University of Strathclyde, United Kingdom.
Dispute within Higher Education is something that will always be with us and which may in fact become more
frequent. Bitter internal conflict normally becomes public and damages the whole standing of organization in its
local community. Here HR specialists play a key role in this process.

2. Conflict in Schools, conflict management styles and the role of the school
leader. A study of Greek primary school educators by Anna Saiti – Sage
Journals
The school conflicts often arise in the school and that when school conflicts did occur they are mainly attributed to
both interpersonal and organizational reasons. This study advocates that integration, collaboration and coherence
are the key factors for constructive conflict management strategy and enhance better school performance.

3. Resolving Conflict in Institutions of Higher Education: Challenges for

Pracademics by Maria R Volpe & D Chandler, Georgia State University
College of Law.
Precademics are indigenous dispute resolvers. How these indigenous experts are treated remains open for
discussion. Their role, career line, compensation and security need to be delineated.
 REFERENCES
 Slepsis, Joan. “Conflict-Resolution Strategies,” in Handbook for
Group Facilitators, Pfieffer and company 1974.
 Leslie, David W. "Conflict Management in the Academy: An
Exploration of Issues.” The Journal of Higher Education 43, No.
9(1972): 702-719.
 Ostar, A. W. "Institutional Conflict." New Directions for Higher
Education (special issue) 92(1995): 59-62.
 Kashia Ullah Khan, University of Science &Technology of China
(2014). Conflict Management Strategies in Higher Education
Institutions: Public Sector Universities in Kpk Province, Pakistan.
 AAHE BULLETIN, Crossing Cultures: From College President to CEO”
March 1997,pp.10-12.
THANK YOU