ASSIGNMENT ON CONFLICTS

Introduction to Conflict
*SOURCE- http://managementhelp.org/intrpsnl/basics.htm

Conflict is when two or more values, perspectives and opinions are contradictory
in nature and haven't been aligned or agreed about yet, including:
1. You are not living according to your values;
2. When your values and perspectives are threatened; or
3. Discomfort from fear of the unknown or from lack of fulfillment.
Conflict is inevitable and often good, for example, good teams always go through
a "form, storm, norm and perform" period. Getting the most out of diversity
means often-contradictory values, perspectives and opinions.
Conflict is often needed. It:
1. helps to raise and address problems.
2. Energizes work to be on the most appropriate issues.
3. Helps people "be real", for example, it motivates them to participate.
4. Helps people learn how to recognize and benefit from their differences.

The conflict isn't the problem - it is when conflict is poorly managed that
is the problem.

Conflict is a problem when it:

1. Hampers productivity.
2. Lowers morale.
3. Causes more and continued conflicts.
4. Causes inappropriate behaviors.

Types of Managerial Actions that Cause Workplace Conflicts

1. Poor communication:
a. Employees experience continuing surprises, they aren't informed of new
decisions, programs, etc.
b. Employees don't understand reasons for decisions, and they aren't involved in
decision-making.
c. As a result, employees trust the "rumor mill" more than management.

2. The alignment or the amount of resources is insufficient. There is:

a. Disagreement about "who does what".
b. Stress from working with inadequate resources.

3. "Personal chemistry", including conflicting values or actions among

managers and employees, for example:
a. Strong personal natures don't match.
b. We often don't like in others what we don't like in ourselves.

4. Leadership problems, including inconsistent, missing, too-strong or

uninformed leadership (at any level in the organization), evidenced by:

a. Avoiding conflict, "passing the buck" with little follow-through on decisions.

b. Employees see the same continued issues in the workplace.
c. Supervisors don't understand the jobs of their subordinates.

Key Managerial Actions / Structures to Minimize Conflicts

1. Regularly review job descriptions. Get your employee's input to them.

Ensure:
a. Job roles don't conflict.
b. No tasks "fall in a crack".

2. Intentionally build relationships with all subordinates.

a. Meet at least once a month alone with them in office.
b. Ask about accomplishments, challenges and issues.

3. Get regular, written status reports and includes:

a. Accomplishments.
b. Currents issues and needs from management.
c. Plans for the upcoming period.

4. Conduct basic training about:

a. Interpersonal communications.
b. Conflict management.
c. Delegation.

5. Develop procedures for routine tasks and include the employees' input.
a. Have employees write procedures when possible and appropriate.
b. Get employees' review of the procedures.
c. Distribute the procedures.
d. Train employees about the procedures.

6. Regularly hold management meetings, for example, every month, to

communicate new initiatives and status of current programs.

7. Consider an anonymous suggestion box in which employees can provide

suggestions.
 Interpersonal Conflict and Effective Communication
*SOURCE- www.drbalternatives.com

Interpersonal conflict is the conflict between the two individuals.

Conflict between the people is a part of life and it is not necessarily a bad
thing. It sometimes results into the positive result out of the conflict.
 It may weaken or strengthened the relationship depending upon its
nature. It all depends how we resolve the conflicts.
The most effective way of settling the issues is the mutual dialogue
between the two parties. The existence of the third party between the two
may not be beneficial at all the times.
But among all methods of resolving the conflict the best method is that in
which both the parties have the feeling of winning and no one feels
humiliated in settling the issue.
There are some effective communication techniques to reduce the
conflicts. They are as follows:-

1. The defusing techniques: - This technique is being used several times to

defuse the anger of other person. But it is not easy to reduce the anger of a
person. Every person has out’s own qualities. This does not mean that we
have to compromise with our own basic principles to settle the issues. This
technique may be used judiciously.
2. Empathy: - This means try to put you into the shoes of other person. It is
important technique which gives an important feedback that he or she is
being hurt. There are two forms of empathy :-
Thought Empathy
Feeling Empathy
3. Exploration: - This technique is being used to find out the root cause of
conflict and encourage the other to talk fully about what is on his/her
mind. It is very essential that we share the thoughts and feelings of other
person.
 The best way or rational way of resolving the interpersonal conflicts
are:-
1. Identify the Problem
2. Come Up With Several Possible Solutions
3. Evaluate These Alternative Solutions
4. Decide on the Best Solution
5. Implement the Solution
Continue to Evaluate the Solution.
 FUNCTIONAL CONFLICTS
*SOURCE- webhome.idirect.com

The Nature of Conflict

conflict is difficult to define: a struggle for mastery, a combat to overcome,

active opposition, strife
Conflict involves opposing forces and differing objectives.

o Types of Conflict

Psychological Conflict (internal conflict)

 This type of conflict could be going on inside the person and no one would
know (instinct may be at odds with values).

Social Conflict
interpersonal conflict- two individuals me against you; intergroup
struggles -us against them; individual opposing a group- me against them,
them against me; intra-group conflict- members of group all against each
other on a task.

Seven circumstances that encourage functional conflicts in the workplace, which

may improve the individual performance: 

§ daily project meetings in a cooperative environment, 

§ the use of the ‘devil’s advocate’ approach, 

§ win-win orientation of all conflict participants, 

§ condition of openness and informality, 

§ task conflicts in the decision-making process, 

§ gender conflicts, and 

§ employee empowerment. 

Approach-Avoidance

Conflict can be described as having features of approach and avoidance:

approach-approach conflict; avoidance-avoidance conflict; approach-
avoidance conflict.

Approach-Approach Conflict
 Two desirable things are wanted, but only one option can be chosen
(example: desirable date or ski trip)"I want this but I also want
that."

Avoidance- avoidance Conflict

Two unattractive alternatives (example: study or do the dishes "I

don't want his and I don't want that.

Approach- Avoidance Conflict

Attractive and unattractive parts to both sides "I want this but I
don't want what this entails".

Functional vs. Dysfunctional Conflict

Dysfunctional Conflict: when conflict disrupts, hinders job performance, and

upsets personal psychological functioning

Functional Conflict: from an integrationist perspective conflict can be

responsive and innovative aiding in creativity and viability. Determine if conflict
achieves goals or undermines them

Benefits of Conflict- Opportunity not obstacle by David Johnson

enables a person to become aware of problems in a relationship

serves as catalyst for positive change
energizes and motivates to deal with immediate problems
stimulates interest and curiosity
relieves minor tensions -cathartic
causes decision to be made more carefully
promotes self-knowledge
clears the air of unexpressed resentments

Psychological Orientations to Conflict

 Conflict orientation: we all display predispositions when faced with
conflict; some approach, some withdraw; orientation involves beliefs and
perceptions. (Some see  opportunity in conflict, some destruction; some
want to face and resolve; some want to win)Our orientations change from
situation to situation.

Constructive Orientation to Conflict (Conciliatory, Pragmatic, Self

-empowered, Relationship Building)
* conflict viewed as normal to achieve longer term
* those with constructive orientation are realistic
* pragmatic approach means feelings are expressed honestly and directly
* self worth is not associated with results of dispute
* those with this approach are self-empowered and internally centered (address
difference with sensitivity and patience)
*  they are conciliatory, well intentioned, work fairly and reasonably; looking for
underlying needs and motivations, maintaining an objective perspective;
diffusing and facilitating; value loyalty to relationship; few issues break bond of
friendship.
 Attitudinal and behavioral consequences of work-
family conflict and family-work conflict
*SOURCE- (JOURNAL FROM EMERALD WEBSITE OF IBS NOIDA)

 Introduction
In an era of intense competitive pressures, dwindling resources and discerning
customers, service organizations including hotels, the setting of this study,
realize that attaining customer satisfaction through delivery of quality services
is a key to their survival and success.
 Conceptual framework and hypotheses
We contend that inter role conflicts emanating from the demands of the two
universal domains of adult life, work and family, lead to emotional exhaustion.
In addition, we contend that there may be gender-based differences in the
relationships depicted in our model.

 Consequences of work-family conflict and family-work conflict

Performing family-related responsibilities” and family-work conflict refers

to “a form of inter role conflict in which the general demands of, time
devoted to, and strain created by the family interfere with performing
work-related responsibilities”.

In our model, we contend that three consequences of work-family and

family-work conflicts are emotional exhaustion, poor job performance
and higher turnover intentions.

 Emotional exhaustion & Consequences

It occurs when an individual faces seemingly overwhelming demands on
his/her time and energy.
Individuals hold multiple role identities and invest themselves in
maintaining the identities that are salient to them. Under these
circumstances, work-family conflict or family-work conflict prevents
individuals from fulfilling the demands of their work or family role, and
lead to heightened emotional exhaustion.
Individuals who no longer possess the adequate resources to cope with
emotional exhaustion display decreased job performance and a higher
propensity to leave the organization.

 Job performance
Work and family are the two important domains of adult life. Problems
associated with one domain (e.g. work) spillover to the other domain (e.g.
 family) and detract from the limited resources (e.g. time, energy) people
have in fulfilling their multiple roles. Anecdotal evidence by the Family
and Work Institute as well indicates that employees who cannot balance
their work demands with home and family responsibilities experience
negative spillovers resulting in decreased job performance.

 Gender-based differences
 Work-family conflict and family-work conflict – emotional exhaustion
relationships
Owing to their role as primary caretaker of their households and the
nearly universal demands of motherhood, women value more and assign a
higher priority to their family roles than their work roles. On the other
hand, men attach higher priorities to their job-related responsibilities In
an era of excessive job demands, irregular and incompatible schedules,
and long work hours, because of the higher priority they place on family
roles, women employees experience greater family-work conflict. Also
experiencing greater difficulty in coping with conflicts emanating from
work and non-work domains, women are more likely to suffer from
emotional exhaustion. There is some empirical evidence to support this
premise. For instance, found that the relationship between family-work
conflict and emotional exhaustion was stronger among female employees
compared with male employees. 

 Work-family conflict and family-work conflict – job outcome

relationships

Men are more task- or goal-oriented (agented) and women are

more relationship-oriented (communal).
Female employees more negatively in interaction-oriented frontline
jobs where employees are expected to deal with customer requests
and complaints through long work hours.
 Facing higher levels of family demands, women are susceptible to
higher levels of family-work conflict.

 Emotional exhaustion – job outcome relationships (CONCLUSION)

Women experience higher levels of emotional exhaustion than men.

Women have a more difficult time in trading off work for family and
easing off their family responsibilities at the expense of work .Thus, less
time devoted to work activities adversely impacts women's performance
in the workplace.
Women are more likely to exhibit turnover intentions by thinking of
altogether quitting their jobs or by seeking new jobs that would better fit
their expectations.
Intra Organizational Conflicts
*SOURCE- www.lirneasia.net (http://en.wikipedia.org/wiki/Conflict,
http://en.wikipedia.org/wiki/Mediation,http://gbr.pepperdine.edu/052/conflicts.html,http://en.wikipedia.org/wiki/Arb
itration

(1) What Is Conflict?

Conflict is actual or perceived opposition of needs, values & interests.
(2) Conflicts occur at various levels
Within the individual, i.e. not living according to your values.

Between/among individuals/groups in an organization (Intra organizational).

Between/among organizations/individuals (Inter organizational).

International (Between/among nations).

Informal conflicts take the form of informal arguments or differences

in points of view and opinions between co - workers, employees and
supervisors, between factions within an organization or even
interdepartmental Conflicts.
(3) Intra Organizational Conflict
Not a new phenomenon.
Manner to resolve has changed.

(4) Impact of such disputes on the organization

(directly or indirectly)

Reduced productivity.
Harm morale.
 Diminish organization stated goal of hiring and
retaining the best qualified and most competent
employees.
Inability to focus upon one’s job duties and
responsibilities.
Increase absenteeism as well as employee turnover.
(5) Causes of conflicts

 Social interaction.
 Work place interdependence.
 Personality characteristics.
 Differences in culture, race, values, gender, personal
preferences and social status.

(6) Alternative Dispute resolution (ADR)

(a) Out-of-court resolution or

Settlement of disputes
 Alternative to traditional litigation
(b) Less resource intensive (time &
Money)
(c) Less harmful to relationships that
Must continue
(7) ADR Consensual Processes:
Mediation

Mediation

(a) Essentially negotiation with

Assistance from mediator
(b) Mediator
 Neutral with no preference for any party

Or term of settlement
 Cannot impose outcome on parties
(c) Parties in control of process
 There may be no outcome.

(8) Where mediation may not be

Appropriate

 Matters affecting the public interest

 Where outcome is zero sum.
 “Too early” stage of a dispute.
 (9) ADR Informational Process

(a) Help focus issues and induce agreement.

Neutral Evaluation.
Informational Arbitration.
(b) Mini- Trial.
(c)Technical conference.

ADR Adjudicatory Processes: Arbitration

(Conventional)

Voluntary
Binding
Finality of award.

All about Arbitration

 Conventional arbitration vs. Trials like outside

conventional legal system and its delays, less expensive
to parties etc.
 ADR Adjudicatory Processes:
Final-offer arbitration
Variation, Compulsion to pick solution etc.
 Assessment of arbitration
 Benefits of ADR like win – win solutions, less resource
intensive, cuts- off litigation etc.
 ADR Cost: less transparent, compromised awards etc.