BANGLADESH UNIVERSITY OF PROFESSIONAL

Presentation On Organizational

Conflict

SUBMITTED BY

Khaled Bin Arman_ID No. 1407081

SUBMISSION DATE

December 18, 2014SUBMITTED TO

Dr. Siraj Uddin Ahmed

Professor

Department of Business Administration (EvMBA)

Bangladesh University of Professional

“Conflict is simply difference of opinion”.

Conflict

Oxford Dictionary:A serious disagreement or argument, typically a protracted one.

WHAT IS CONFLICT ???

A conflict is an Inevitable and Unavoidable part of our everyday professional and personal lives.

A State of Disharmony between incompatible or antithetical persons,

ideas, or interest; a clash.

Psychology A psychic struggle, often unconscious, resulting from the opposition or simultaneous functioning of mutually exclusive impulses, desires, or tendencies.

Expertise View

Wall & Callister, 1995, “process in which one party perceives that its interests are being opposed or negatively affected by another party".

Rahim, 1992, “the interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities”.

Startling Facts

85% of U.S Employees experience conflict and spend 2.8 hours/week dealing with it.

Significant loss of Organizational productivity & resources-cost $359 billion in paid hours a year.

31% of managers think they handle conflict effectively while 78% of employee disagree.

27% of employee witnessed personal attacks.

25% say avoiding it result un sickness/absences.

75% of employee report positive outcomes from conflict that would have not been realized without the conflict.

95% of those who receive training say it is biggest drive for success-but early 60% have never received training.

Causes of conflict

Generally

Personal Clashes/Egos

Stress

Excessive Workload

Misunderstanding

Generational Tension

Inconsistency

Competition for resources

Cultural Difference

Difference in beliefs/values

Work Place

₪ Authority Issues

₪ Lack of cooperation

₪ Lack of reorganization

₪ Negative attitude

₪ Inner Conflict

₪ Professional Disrespect

₪ Inconsistency

₪ Passive/Aggressive behavior

₪ Ambiguous Words

₪ Confusion/Duplication with responsibility/Authority

₪ Low/Substandard Performance

₪ Ineffective supervision and management

₪ Differences over methods or style

₪ Value or goal differences

Affective Conflict/Relationship Conflict

Substantive Conflict/Task Conflict

Conflict of Interest/Clash of Interests

Conflict of Values

Type of Conflict Sources of Conflict Management Strategy

1. Intra individual Conflicting goals, needs, motives

Role Definition

2. Interpersonal Disagreements antagonism

IPC Skills,TA, Johari-Window, Creative P S, Assertive Behaviour

3. Inter-group Power, Authority Status

Participative Mgt.Team Bldg.Training

4. Organizational Hierarchical Conflict Functional conflict

Institutional Goal setting

5. Client Hospital Quality of patient care and communication

Community Goal Setting, Public Relations

Types of Conflict Model for diagnosis and management of conflict

Organizational Conflicts

Organizational Stressors:I. Administrative Policies and Strategies

II. Organizational Structure and Design

III. Organizational Processes

IV. Working Conditions

I. Administrative Polices and Strategies

Downsizing

Competitive pressures

Merit pay plans

Rotating work shifts

Bureaucratic rules

Advanced technology

II. Organizational Structure and Design

Centralization and formalization

Line staff conflicts

Specialization

Role ambiguity and conflicts

No opportunity for advancement

Restrictive, untrusting culture

III. Organizational Processes

Tight controls

Only downward communication

Little performance feedback

Centralized decision making

Lack of participation in decisions

Punitive appraisal systems

IV.

Wo

rkin

g C

on

dit

ion

s

Crowded work area

Noise, heat or cold

Polluted air

Strong odor

Unsafe dangerous conditions

Poor lighting

Physical or mental strain

Toxic chemicals or radiations

Frustration

NeedDrive(deficiency with drive)

Barrier

1)Overt

2)Covert

Goal/incentive (reduction of the drives and fulfillment of deficiencies)

Frustration

Defense mechanisms •Aggression•Withdrawal •Fixation•Compromise

Conflict is constructive when it:.

Opens up issues of importance, resulting in issue clarification.

Helps build cohesiveness as people learn more about each other.

Causes reassessment by allowing for examination of procedures or actions.

Increases individual involvement.

CONFLICT: CONSTRUCTIVE VS DESTRUCTIVE

Diverts energy from more important issues and tasks.

Deepens differences in values.

Polarizes groups so that cooperation is reduced.

Destroys the morale of people or reinforces poor self-concepts.

Conflict is destructive when it:

Desirability of Conflict

Conflict helps eliminate or reduce the likelihood of groupthink.

A moderate level of conflict across tasks within a group resulted in increased group performance while conflict among personalities resulted in lower group performance (Peterson and Behfar, 2003)

CONFLICT: DESIRABILITY VS UNDESIRABILITY

Un

des

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ilit

y of

Con

flic

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₰ Conflicts can be hard to control once they have begun.

₰ The trend is toward escalation and polarization.

₰ When conflict escalates to the point of being out of control, it almost always yields negative results.

Conflict Management

Conflict management is defined as “the opportunity to improve situations and strengthen relationships” (BCS, 2004).

–proactive conflict management

–collaborative conflict management

Means you need to develop several styles and decide which is valuable at any given point of conflict

Toward Conflict Management Blake and Mouton’s Conflict Grid

Source: Reproduced from Robert R. Blake and Jane Syngley Mouton. “The Fifth Achievement.” Journal of Applied Behavioral Science 6(4), 1970..

Toward Conflict Management

Blake and Mouton (1970) proposed a grid that shows various conflict approaches.

The 1,1 style is the hands-off approach, also called avoidance.

The 1,9 position, also called accommodation, is excessively person-oriented.

The 5,5 position represents a willingness to compromise.

The 9,1 is the bullheaded approach, also called competing.

The optimum style for reducing conflict is the 9,9 approach, also called collaboration.

25

Conflict Management Styles

Forcing conflict style:

user attempts to resolve conflict by using aggressive behavior.

Avoiding conflict style

user attempts to passively ignore the conflict rather than resolve it.

Accommodating conflict style:

user attempts to resolve the conflict by passively giving in to the

other party.

Compromising conflict style:

user attempts to resolve the conflict through assertive give-and-take

concessions.

Collaborating conflict style:

user assertively attempts to jointly resolve the conflict with the best

solution agreeable to all parties.

SE

LF-A

WA

RE

NE

SS

SELF-AWARENESS INCLUDES A RECOGNITION OF OUR PERSONALITY, OUR STRENGTHS AND WEAKNESSES, OUR LIKES AND DISLIKES.

A PREREQUISITE FOR EFFECTIVE COMMUNICATION RELATIONS,AND MANAGING CONFLICT AS WELL AS FOR DEVELOPING EMPATHY FOR OTHERS.

Reducing Conflict By I. Lose-lose methods: Compromise

Avoidance Withdraw, stay away

Does not permanently reduce conflict

Compromise Bargain, negotiate

Each loses something valued

Smoothing: find similarities

II. Win-lose methods: Dominance

Dominance

Overwhelm other party

Overwhelms an avoidance orientation

Authoritative command: decision by person in authority

Majority rule: voting

Win-win methods: Problem Solving

Problem solving: find root causesIntegration: meet interests and desires of all partiesSuper ordinate goal: desired by all but not reachable alone

Tip

s fo

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ing

Wo

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C

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Build good relationships before conflict occurs

Do not let small problems escalate; deal with them as they arise

Respect differences

Listen to others’ perspectives on the conflict situation

Acknowledge feelings before focussing on facts

Focus on solving problems, not changing people

If you can’t resolve the problem, turn to someone who can help

Remember to adapt your style to the situation and persons involved

Steps for Resolution

When the following conditions are in place, the likelihood of a positive resolution increases:

Commitment to find a resolution that is mutually beneficial.

Trust.

Frame of mind that there is more than one way to look at the issues.

Belief that a solution exists.

Commitment to stay in the communication process.

Organizational Coping Strategies

Assess positive and negative personality traits of people involved

Taking over control by the seniors if conflicts are at lower level management

Confront whosoever is involved directly

Brainstorming sessions to be conducted regularly

We madeWe madeit!it!

“THANK YOU”

THANK YOU

02/23/15