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Leadership and Team
Building UNIT 4 RESOLVING CONFLICTS
Structure
4.0 Introduction
4.1 Objectives
4.2 Conflicts and Types of Conflict
4.2.1 Definition of Conflicts
4.2.2 Types of Conflicts
4.2.3 Source of Interpersonal Conflict
4.2.4 Causes of Conflict
4.3 Conflict Resolution
4.3.1 Principles of Conflict Resolution
4.4 Resolving Workplace Conflict
4.4.1 Conflict Resolution Techniques
4.4.2 Confront the Conflict
4.4.3 Techniques of Conflict Resolution
4.4.4 Ten (10) Steps in Conflict Resolution
4.4.5 Components of Conflict Resolution
4.4.6 Stress and Resolution of Conflict
4.5 Conflict Resolution Techniques
4.5.1 Preventative Techniques
4.5.2 Other Techniques
4.5.3 Positive Outcome of Conflicts
4.6 Personality Conflict and Resolution
4.7 Let Us Sum Up
4.8 Unit End Questions
4.9 Suggested Readings
4.0 INTRODUCTION
Conflict is a natural ingredient in every organization in every organization,
managers have to learn not only to live with it but also to manage it. So there is
a need to resolve conflict. There are various ways to resolve conflict. Bargaining,
negotiating, mediating, communication facilitation, etc are the ways to resolve
conflicts considering the existing scenario of the organization. So, undoubtedly
we can say that there is a need to resolve conflict as far as possible for the
improvement of the organization. In this unit we will be dealing with conflicts
and resolution of conflicts in an organization. We start with definition of conflicts
and types of conflicts. We then move on to the causes of conflicts and sources of
interpersonal conflicts. This is followed by the next section that deals with conflict
resolution and resolving work place conflict. In the latter we will be dealing with
the various techniques in conflict resolution. We then present the preventive
techniques and other techniques and the positive outcome of conflicts.
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4.1 OBJECTIVES Resolving Conflicts
After reading this unit you will be able to:
• Define conflict;
• Describe the types of conflict;
• Explain the reasons for conflict; and
• Analyse the methods to resolve conflict.
4.2 CONFLICTS AND TYPES OF CONFLICT
We, the individuals, always suffer from different types of conflict. Sometimes
we are able to manage it and sometimes not. We feel disturbance if we are unable
to solve the conflict. Conflict can be defined as the disagreement between
individuals or groups. Obviously, it is expected in groups, especially in the early
stages of group formation. Conflict has a strong influence on organizational
performance. When conflict reaches at the high level, it can be a major disruptive
force that reduces organizational effectiveness. Organizational resources may be
money, information, material human resources etc. Job boundaries and
responsibilities sometimes are not clear at all. This creates conflict. Not only this
communication may be defective, causing misunderstanding and conflict among
group. Besides this, personality clashes are also one of the important factors for
conflict and it is very common in organization. Actually personality conflicts are
caused by fundamental differences in values, attitudes, behaviour and personality.
Besides this, another important factor is power and status which creates conflict.
Conflict occurs when different people are pursuing different goals within the
same group or organization.
We will be dealing with definitions of conflicts and types of conflicts in this
section.
4.2.1 Definition of Conflicts
Conflicts occur when people (or other parties) perceive that, as a consequence of
a disagreement, there is a threat to their needs, interests or concerns. Although
conflict is a normal part of organization life, providing numerous opportunities
for growth through improved understanding and insight, there is a tendency to
view conflict as a negative experience caused by abnormally difficult
circumstances. Disputants tend to perceive limited options and finite resources
available in seeking solutions, rather than multiple possibilities that may exist
‘outside the box’ in which we are problem-solving.
Workplace conflict is a time consuming and costly problem that can have a severe
impact on the bottom line. Conflict in the workplace is generally the result of
serious disagreement over needs or goals and can result in behaviour such as
gossip, avoidance, verbal abuse, passive communication and hostility. We can
consider the following steps to resolve the conflict:
• A conflict is more than a mere disagreement. It is a situation in which people
perceive a threat (physical, emotional, power, status, etc.) to their well-
being. As such, it is a meaningful experience in people’s lives. It just does
not pass off on its own. It has to be resolved.
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Leadership and Team • Participants in conflicts tend to respond on the basis of their perceptions
Building of the situation, rather than an objective review of it. As such, people filter
their perceptions and reactions through their values, culture, beliefs,
information, experience, gender, and other variables. Conflict responses are
both filled with ideas and feelings that can be very strong and powerful
guides to our sense of possible solutions.
• As in any problem, conflicts contain substantive, procedural, and
psychological dimensions to be negotiated. In order to best understand the
threat perceived by those engaged in a conflict, we need to consider all of
these dimensions.
• Conflicts are normal experiences within the work environment. They are
also, to a large degree, predictable and expectable situations that naturally
arise as we go about managing complex and stressful projects in which we
are significantly invested. As such, if we develop procedures for identifying
conflicts likely to arise, as well as systems through which we can
constructively manage conflicts, we may be able to discover new
opportunities to transform conflict into a productive learning experience.
• Creative problem solving strategies are essential to positive approaches
to conflict management. We need to transform the situation from one in
which it is ‘my way or the highway’ into one in which we entertain new
possibilities that have been otherwise elusive.
4.2.2 Types of Conflicts
We generally identify three types of conflict, viz.,
i) Approach Approach Conflict: the individual is motivated to approach
two or more positive but mutually exclusive goals.
ii) Approach Avoidance Conflict: the individual is motivated by approach a
goal and at the same time is motivated to avoid it.
iii) Avoidance Avoidance Conflict: the individual is motivated to avoid two
or more negative but mutually exclusive goals.
Besides this, the dynamics of interactive behaviour create impact on organizational
behaviour and there seems to be indication of interpersonal and inter-group
conflict. Conflict at the intra-individual level involves frustration, goal conflict,
role conflict and ambiguity. On the other hand, goal conflict can come from
approach-approach, approach-avoidance and avoidance-avoidance conflict.
4.2.3 Sources of Inter Personal Conflict
There exists individual difference where intelligence, ability, aptitude, motivation
vary from one person to other. In the organizational set up, there seem to be
conflict among the managers, subordinates, team members and others also. There
are mainly four sources of interpersonal conflict:
i) Personal differences: Everyone is unique. Family background, culture,
socialization, values and so many indicators vary from one person to another.
So, conflict may arise.
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ii) Information deficiency: There seems to be indication of communication Resolving Conflicts
gap and also there seems to be indication of misinformation.
iii) Role incompatibility: This type of interpersonal conflict mainly draws from
both intra-individual role conflict and inter-group conflict.
iv) Environmental stress: This is mainly due to stressful environmental
condition. Here downsizing, competition, uncertainty etc. are the significant
factors.
Besides this there exists inter-group conflict in any organizational set up. The
reasons are mainly as follows:
i) Competition for resources.
ii) Task interdependence
iii) Status struggle
iv) Ambiguity.
All these factors create impact in the group. There are number of strategies to
manage inter-group conflict, viz., avoidance, diffusion, containment and
confrontation.
Not only this, the individual in the organization faces different types of conflict
considering only the structural aspects. The types are mainly:
i) Hierarchical conflict
ii) Functional conflict
iii) Line-Staff conflict and
iv) Formal-informal conflict.
4.2.4 Causes of Conflict
Conflict is a normal and necessary part of healthy relationships. After all, two
people can’t be expected to agree on everything at all times. Therefore, learning
how to deal with conflict—rather than avoiding it—is crucial.
When conflict is mismanaged, it can harm the relationship. But when handled in
a respectful and positive way, conflict provides an opportunity for growth,
ultimately strengthening the bond between two people. By learning the skills
you need for successful conflict resolution, you can face disagreements with
confidence and keep your personal and professional relationships strong and
growing.
Conflict arises from differences. It occurs whenever people disagree over their
values, motivations, perceptions, ideas, or desires. Sometimes these differences
look trivial, but when a conflict triggers strong feelings, a deep personal need is
at the core of the problem¾a need to feel safe and secure, a need to feel respected
and valued, or a need for greater closeness and intimacy.
Conflicts arise from differing needs
Everyone needs to feel understood, nurtured, and supported, but the ways in
which these needs are met vary widely. Differing needs for feeling comfortable
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