Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.

1. Workplace Conflict -
Strategies & Management

2. Agenda
◦ What is Conflict ?
◦ What workplace conflict means ?
◦ Different views and levels of conflict.
◦ Causes of conflict in the workplace.
◦ Different styles of Conflict management and the conflict resolution
process.

3. What is Conflict?
◦ Conflict is a condition that exists anytime two or more people
disagree over an issue or situation.
◦ Conflict refers to some form of friction, disagreement, or discord
arising within a group when the beliefs or actions of one or more
members of the group are either resisted by or unacceptable to one
or more members of another group.
◦ Conflict is inevitable and often good.
◦ Conflict is not the same as discomfort. The conflict isn't the problem
- it is when conflict is poorly managed that is the problem

4. What is Workplace Conflict?
◦ Organizational conflict or workplace conflict, is a state of
discord caused by the actual or perceived opposition of
needs, values and interests between people working
together. Conflict takes many forms in organizations.
◦ Workplace conflict is disagreement or opposition
between/among individuals, teams or departments in an
organization.
◦ Conflict is a natural phenomenon, neither inherently good or
bad, but there may be positive or negative outcomes.

5. Views About Conflict
1. Traditional View
2. Human Relations View
3. Inter - Actionist View

6. Traditional
View
•This approach assumes that all conflicts hamper performance.
•Conflicts occur due to poor communication, lack of openness and trust
between people, and the failure of managers to be open to their employees.
Human
Relations
View
• This approach assumes that conflicts occur naturally in all groups and
organizations.
• It is natural and cannot be avoided, hence it should be accepted.
• It cannot be removed and it may play a role in group performance.
Inter -
Actionist
View
• This approach encourages conflict because it believes that a peaceful and
cooperative group may become constant and may not respond to the need for
change and innovation.
• Group leaders should maintain sufficient conflict so that the group remains
creative and self-critical.

7. Intrapersonal
Level
Interpersonal
Level
Inter – Group Level
Inter –
Organizational
Level
Levels of Conflict

8. Involvement Levels Of Conflict
Intrapersonal
Level
Conflicts involve the
individual alone
Approach – Approach Conflict:
It occurs when a person has to choose between two positive and equally attractive alternatives.
E.G.: Choosing between promotion in the organization or a new job with another firm.
Avoidance – Avoidance Conflict:
It occurs when a person has to choose between two negative and equally unattractive alternatives.
E.G.: To make a choice between accepting a job transfer to another town or have the employment terminated.
Approach – Avoidance Conflict:
It occurs when a person has to choose between something that has both positive and negative results.
E.G.: Accepting or not accepting a job with a higher pay but with increased responsibilities that demand a lot of
personal time.
Interpersonal
Level
Conflict between two or
more individuals who
are against one another
Inter – Group
Level
Conflict among
members of different
teams or groups
Inter –
Organizational
Level
Conflict between firms
that operate in the
same markets

9. Causes of Conflict
Misunderstandings
Personality Clashes
Competition for
Resources
Authority Issues
Lack of Co-operation
Differences of Opinion
Low Performance
Values / Goal
Differences

10. Managerial Actions That Cause
Workplace Conflicts
Poor
Communications
Insufficient
Resources
Working
Compatibility
Conflicting
Values
Leadership
Problems

11. Typical Responses
To Conflict
Avoid the person
Change the subject
Try to understand the other person’s
point of view
Find a judge / arbitrator
Play the martyr
Give in
Apologize
Whine / Complain
Fight it out
Pretend to agree
Try to find common ground
Admit that you are wrong
Turn the conflict into a joke
Work toward a mutually agreeable
solution

12. Constructive Conflict
Conflict Is
Constructive
When It
Results in clarification of important problems and
issues
Results in solutions to problems
Involves people in resolving issues important to
them
Causes authentic communication
Helps release emotion, anxiety, and stress
Builds cooperation among people through learning
more about each other
Joining in resolving the conflict
Helps individuals develop understanding and skills

13. Destructive Conflict
Conflict Is
Destructive
When It
Takes attention away from other important activities
Undermines morale or self-concept
Polarizes people and groups, reducing cooperation
Increases or sharpens difference
Leads to irresponsible and harmful behavior, such as
fighting, name-calling

14. Advantages
of Conflict
Helps to raise
and address
problems
Energizes work
to be on the
most
appropriate
issues
Helps people
"be real", for
example, it
motivates them
to participate
Helps people
learn how to
recognize and
benefit from
their
differences
Improves
communication

15. Disadvantages
of Conflict
Lost work
time and
productivity
Lost
employees /
high turnover
Damage to
organization
reputation
Sabotage,
theft, damage
Lowered job
motivation
Health costs
due to stress
Legal costs
due to
litigation

16. CONFLICT MANAGEMENT STYLES
• It is a victory achieved due to force, superior skill, or domination of one party.
• It is a win-lose situation.
Force
• In avoidance, every one shows that the conflict does not really exist and hopes
that it will finish.
Avoidance
• It involves hiding the differences between the conflicting parties and showing
areas of agreement.
Accommodation
• It involves appreciation by all conflicting parties that something is wrong and
needs attention.
Compromise
• It occurs when each party gives up something for the sake of the other.
• It is a win – win situation.
Collaborative

17. Approach Objective Your Position Supporting
Rationale
Likely Outcome
Forcing Get your way. “I know what’s right.
Don’t question my
judgment or authority.”
It is better to risk
causing a few hard
feelings than to abandon
a position you are
committed to.
You feel vindicated, but
other party feels
defeated and possibly
humiliated.
Avoiding Avoid having to deal
with conflict.
“I’m neutral on that
issue. Let me think
about it.”
Disagreements are
inherently bad because
they create tension.
Interpersonal problems
don’t get resolved,
causing long-term
frustration manifested
in a variety of ways.
Accommodating Don’t upset the other
person.
“How can I help you feel
good about this
encounter? My position
isn’t so important that it
is worth risking bad
feelings between us.”
Maintaining harmonious
relationships should be
our top priority.
Other person is likely to
take advantage of you.
Compromising Reach an agreement
quickly.
“Let’s search for a
mutually agreeable
solution.”
Prolonged conflicts
distract people from
their work and engender
bitter feelings.
Participants become
conditioned to seek an
expedient, rather than
effective solution.
Collaborating Solve the problem
together.
“This is my position.
What is yours? I’m
committed to finding the
best possible solution.”
The positions of both
parties are equally
important (though not
necessarily equally
valid).
Equality emphasis
should be placed on the
quality of the outcome
and the fairness of the
decision-making.
Participants find an
effective solution.

18. It’s common that a person uses
more than one style, depending on
the need of the situation, but
usually one style dominates.

19. CONFLICT
RESOLUTION
PROCESS
Managing conflict constructively depends in large measure
on clear, open, and honest communication

20. Conflict Resolution Process
Find a good time and place to talk
Discuss the problem - Clarify issues
Brainstorm - generate a variety of
options
Choose a solution that works the best
and suits everybody's need
Try the solution (If it doesn’t work, go
back to step three and renegotiate)

21. Thank You