In a Nutsheel Via Pictures

1. CONFLICT
MANAGEMENT

2. OPENING CASE
Double standards by Maruti Suzuki led to the recent violent conflict at Manesar
plant

3. DEFINITION
• Conflict is an expressed struggle between at least two
interdependent parties who perceive incompatible goals,
scare resources, and interference from others in achieving
their goals.”

4. • Conflict: A battle, contest of
opposing forces, discord,
antagonism existing between
primitive desires and instincts
and moral, religious, or ethical
ideals.
• Conflict occurs when two or
more people oppose one
another because their needs,
wants, goals, or values are
different. Conflict is almost
always accompanied by feelings
of anger, frustration, hurt,
anxiety, or fear.

5. TRADITIONAL VS MODERN
VIEWS OF CONFLICT
Traditional View Current View
1) Conflict is avoidable. 1)Conflict is inevitable.
2)Conflict is caused by management 2)Conflict arises from many causes,
error including org, structure, unavoidable
In designing organization or by trouble differences in goals, in perceptions &
makers. values of specialized personnel & so on.
3)Conflict disturbs the organization & 3)Conflict contributes & detracts from
prevents optimal performance. org. performance in varying degrees.
4)The task of the management is to 4)The task of the management is to
eliminate conflict. manage the level of conflict & its
resolution for optimal org. performance.
5)Optimal org. performance requires the 5)Optimal organizational performance
removal of conflict. requires a moderate level of conflict.

7. TYPES OF CONFLICT
q Intrapersonal Conflict
q Interpersonal Conflict
q Organizational Conflict
q Constructive Conflict
q Destructive Conflict

8. INTRAPERSONAL
CONFLICT
q It refers to conflict with in an
individual.
q The reason for intrapersonal
conflict-
o Frustration
o Numerous roles which demand
equal attention but is not
possible to devote.
o Goals having both negative &
positive aspect
o Cognitive dissonances.
{concerning perception,
language, reasoning, and
emotion, is represented and
transformed in the brain.}
o Neurotic tendencies.{disturbed}

9. INTERPERSONAL
CONFLICT
q Interpersonal conflict occurs
between two individuals.
q The reason for interpersonal
conflict
o Disagreements over ideas,
interests, events
o Physical and verbal aggression.

10. ORGANIZATIONAL
CONFLICT
q At its most basic, conflict
involves a disagreement
among parties. In a
company, conflict can occur
between individuals or
among groups.

11. CONSTRUCTIVE
CONFLICTS
q Constructive conflict is not
identified on the loudness or
intensity of people’s voices
when arguing or on the glaring
look of people’s faces.
q The outcome of constructive
conflict is productive.

12. CONSTRUCTIVE
CONFLICTS
q Characteristics of constructive escalation
• interaction changes often
• flexible goals/objectives
• guided by belief that all parties can win
q Characteristics of constructive agreements
• strengthens relationships
• restores equality
• recognizing the other parties as legitimate
• using benefits/promises rather than threats/coercion
• find mutually acceptable solutions
• Conflict is actually solved

13. DESTRUCTIVE
CONFLICT
q Conflict is inevitable, yet it can
be controlled and minimized.
How an individual or a group
responds to conflict and the
behavior towards the situation
determines the negative or
positive outcome of the
disagreement. If conflict is
mishandled or not properly
managed by the parties
involved, then an unproductive
and unlikely result will be
generated

14. DESTRUCTIVE CONFLICT
q Characteristics of destructive escalation
• parties become less flexible
• goals are narrowly defined and rigid
• primary goal is to defeat the other party – assumes the other side
must lose
• becomes protracted and intractable
q Characteristics of destructive agreements
• damages relationships
• promotes inequality & power imbalance
• outcomes are imposed unilaterally
• often requires redress or revenge
• outcomes are often oppressive to one side
• DOES NOT SOLVE UNDERLYING CAUSES

15. INDIVIDUAL
STRATEGIES
• Meditation
• Cognitive restructuring
• Muscle relaxation
• Biofeedback
• Time Mangement

16. TIME MANAGEMENT
MATRIX
Quadrant 1 Quadrant 2
Important & Not
Urgent important
Most problem – But Urgent
solving activities
Answering the
phone
Quadrant 3 Quadrant 4
Important Not
But not Important
Urgent not urgent
Reading book Worrying on
related to being angry
current priorities

17. ORGANIZATIONAL
STRATEGIES
• Job redesign
• Changes in workloads
• Flexible working hours
• Work shop dealing with role clarity & role analysis