Conflict

Conflict may be referred as

Disagreement between individuals or group(s) Or Competition between people

Conflicts refers to a disagreement, opposition or struggle between two or more individuals or groups. It results from incompatible goals, influence attempts, competition, differences in personality, values, attitude, perception, backgrounds, diversity in workforce, etc.

Outcomes of conflict
Functional Conflict Dysfunctional Conflict

Consequences of conflict
Positive Consequences Leads to new ideas Stimulate creativity Motivates change Promotes organization vitality Helps in establishing identities Serves as a safety valve to indicate problems Negative Consequences Divert energy from work Threatens psychological well being Wastes resources Creates a negative environment Breaks group cohesion Increase hostility and aggressive behaviour

Sources of Conflict
Line & Staff competition Organization individual Disagreement Overlapping Responsibilities Functional Interdependence Personality Clashes Disagreement over goals Bottlenecks in the flow of work

Levels or forms of Conflict

Intra individual or intrapersonal conflict Inter role conflict Person role conflict Inter individual or interpersonal conflict Individual group conflict Inter group conflict Organizational level conflict

Assertiveness (Desire to satisfy ones own concerns)

competing

collaborating

compromising

avoiding

Cooperativeness (Desire to satisfy others concerns)

accommodating

Avoiding
When the issue is trivial or more important issues are pressing When you perceive no chance of satisfying your concerns To let people cool down and regain perspective When others can resolve the conflict more effectively

Accommodating
When you find you are wrong to allow a better position to be heard, to learn and to show reasonableness When issues are more important to others to satisfy others and maintain cooperation To allow employees develop by learning from mistakes To minimize loss when you are outmatched and losing

Compromising
When the goals are important When the opponents with equal power are committed to mutually exclusive goals To achieve temporary settlements to complex issues To arrive at solutions under time pressure As a backup when competing or collaborating strategies are not successful

Competing
When quick, decisive action is vital When unpopular action need implementing (e.g. cost cutting, rules, discipline) On issues vital to company welfare when you know you are right Against people who take advantage of non competitive behaviour

Collaborating
To find an integrative solution when both sets of concerns are too important to be compromised When the objective is to learn To merge insights from people with different perspectives To gain commitment by incorporating concerns into a consensus.