CHAPTER FIVE

CONFLICTS & CONFLICT MANAGEMENT

Objectives of the chapter:
At the end of this chapter you will be able to understand:
F Meaning and Nature of Conflict
F Sources of Conflict
F Conflict Outcomes
F Conflict Management
F Analysis of the Conflict Situation
F Conflict Stimulation
F Conflict Resolution
F Interpersonal Relations Management
5.1. Meaning and Nature of Conflict
Conflict can be defined (Thomas K.A.) as the “process that begins when one party perceives that another
party has negatively affected something that the first party cares about one.” It encompasses a wide range of
conflicts that people experience in organizations-incompatibility of goals, differences over interpretations of
facts, disagreements based on behavioral expectations, and the like.
Conflict is the incompatibility of goals and differences or disagreements over a certain issue. Conflict arises
when an interpersonal relationships which is expected to be productive, cooperative, and satisfying does not
fulfill the expectations.
Austin et al defines conflict “as a disagreement between two or more individuals or groups, with each
individual or group trying to gain acceptance of its views or objective over others.” Conflict can be
considered as expression of hostility, negative attitude, aggression and gross misunderstanding. It is caused
due to varying interest of individual or groups. When individual interacts with another individual, there is a
perceptual and communication problem that causes misunderstanding and leads to individual conflict
situation. Conflict can arise between employer and employees, management and workers, one department and
another, stakeholders, shareholders, producer and customers and between various trade unions that are often
politically motivated.

5.2. Approaches of Conflict

Regarding the dealings of conflict in the organization, the following 3 major approaches were the most
important:
a) Traditional Approach: believes that. Conflicts are violent, harmful, unnecessary and destructive which
result in poor communication, lack of openness, lack of trust and failure of managers to be responsive to
the needs and aspirations of their employees. Conflict was considered to be bad and viewed negatively
further held that the conflict must be avoided at all costs.
b) Human relations Approach: The human relations approach argued that conflict was a natural and
inevitable occurrence in all groups and organizations. It cannot be eliminated. So, Conflict has to be used by
management for its positive results.

c) Interactionist Approach: This approach believes that minimum level of conflict is essential for
performance, as some conflicts are helpful for performance. These are called functional conflicts because they

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 are constructive and are essential part of an organization. On the other hand, there are dysfunctional conflicts
which hinder the performance of an organization.

5.3. SOURCES OF CONFLICT

 Competition for limited resources: Scarcity of resources (finance, equipment, facilities etc.)-Resources of an
organization are finite. As a result there are times when groups or individuals in an organization fight for resources. The
greater the scarcity of resources, the greater the potential for conflict.
 Work flow relationship: When group’s performance is dependent on another group or if interdependence allows one
group gain at another’s expense, opposing sources are stimulated.
 Communication problems or poor communication: may arise because all groups may not have the same information or
may not have adequate information or information overload.
 Differences in values: Different attitudes, values and perceptions.
 Disagreements on needs, goals, priorities and interests.
 Unclear authority structure: Role ambiguity, lack of clarity in roles and responsibilities, people may not know how far
their authority extends.
 Unreasonable or unclear procedures or rules: it occurs when rules and regulations are stipulated in ambiguous manner.
 Collective decision making: The greater the number of people participating in a decision, the greater the potential for
conflict.
5.4. Types of Conflict
The conflict may be intra-personal, inter-personal, intra-group, inter-group or intra-organizational in nature.
These are discussed below.
I. Intra-personal Conflict
Intra personal conflict is also called the conflict within the individual. It is psychological in its nature
involving the individual’s thoughts, values, principles and emotions. Intrapersonal Conflict often involves
some form of goal conflict. Goal conflict exists for individuals when their behavior/action will result in
mutually exclusive positive and negative outcomes.
According to Lewin (1948), there are three types of intrapersonal conflict:

1) Approach–Approach Conflict

This occurs when a person has to choose between two attractive alternatives. A manager is confronted with an
approach–approach conflict if he or she has to recommend one of two subordinates for promotion who are
equally competent for the position. A job seeker who has two attractive job offers has to cope with this conflict.

2) Approach–Avoidance Conflict
This occurs when a person has to deal with a situation that possesses both positive as well as negative aspects,
that is, when a person feels similar degrees of attraction and repulsion toward a goal or competing goals. A

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faculty member may be in this type of conflict if he or she wants to join a top school where the prospect of
tenure is uncertain.

3) Avoidance–Avoidance Conflict

This conflict occurs when each of the competing alternatives possesses negative consequences, that is, they are
equally repulsive. A manager will be in this type of conflict if he or she has to decide between accepting a
salary cut or quitting his or her job. The person is possibly distressed in his or her attempt to decide upon the
lesser of the two evils.

II. Inter-personal Conflict

Inter-personal conflict relates to conflict between two or more individuals and is probably the most common
and recognized form of conflict. Interpersonal conflict is caused due to disagreement over goals and
objectives of the organization. These are heightened due to difference of opinion of individuals and when
issues are not based on facts. Individuals may have a difference of opinion on the selection of a particular
course of action that will lead to disagreement and often result in the conflict. It is the merit of the issue, and
willingness of members of the organization to accept the others point of view that will avoid the conflict
situation. Reasons for interpersonal conflict include: Personality differences, Perceptions, Clashes of values
and interests, scarce resource and Power and status differences.
III. Intra-Group Conflict
Intra-group conflict relates to values, status and roles played by an individual in the group and the group
norms. Individual may want to remain in the group for social needs but may disagree with the methods and
procedures followed by the group. The conflict may arise when social changes are incorporated in the group.
When group faces new problems and when values are changed due to change in social environment. Intra-
group conflict is like Inter-personal conflict except that the people involved in the conflict episode belong to a
common group.
IV. Inter-Group Conflict
Conflicts between different groups, sections and departments are called inter-group conflict. For example,
conflict between production and sales departments over the quality being produced and the customer
requirements. Inter-group conflict causes due to factors inherent to the organizational structure like
independence, inconsistency in various policy matter, variance on promotion criteria, reward system and
different standards being adopted for different sub-units and departments.
Organizational objectives can only be achieved when all departments work towards attainment of
organizational goals. This is possible when interactions between departments are smooth and cordial. Conflict

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 can be avoided by better communication between departments, joint decision making, removing disparity in
group goals and paying due respect and displaying concern for other group’s views.
V. Inter-Organizational Conflict
Inter-organizational conflict takes place between two dependent organizations. Conflict can take place
between government organization, unions and the operating industry. Government organizations function to
ensure that minimum standards are followed by the organizations. Managers must try and reduce inter-
organizational conflicts by adopting positive approach and by following strictly, the rules and regulations laid
down by the government agencies. Conflict can also take place between seller and buyer organizations.
VI. Intra-Organizational Conflicts
Intra organizational conflict encompasses horizontal, vertical and role based conflicts. Let us briefly study
these situations.
Horizontal Conflict:
Horizontal Conflict is caused due to incompatibility of goals, sharing limited resources and difference in time
orientation. It leads to tension, misunderstanding and frustration on the part of both the parties. Horizontal
conflict relates to employees or group at the same level. Organizational goal at implementation level vary
from department to department. Finance department may not be able to spare additional amount as may be
required by research and development department for new product development that may cause tension,
misunderstanding between two individuals or departments. Individuals may not be able to meet the targets of
production in given time due to variety of reason that may cause conflict with sales department as the latter
would like to flood the market with their product to make the presence felt. It has been seen that due to
increased interdependence of individuals or groups to carry out various functions, situations do arise where
there is difference of opinion on issues that cause conflict between individuals or groups.
Vertical Conflict
Vertical conflict refers to conflicts that might take place between different levels of hierarchy. Conflicts
between subordinates and superior occur due to incompatibility. It is generally caused because of differences
in perception, value system, goals that may be assigned, cognition and difference in individual behavior.
Conflict is also caused due to inappropriate communication between individuals at two different levels.
Role Conflict
Role conflict happens when there are contradictions between different roles that a person takes on or plays in
their everyday life. Role conflict occurs when workers are given different and incompatible roles at the same
time, or their role overlaps with another worker or work group. Role conflict takes place when employees
must work in opposite, incompatible or multiple roles at once. Example Obligations to different job titles,
working in higher- and lower-level roles at the same time etc.

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 5.5. Conflict Outcomes
The action-reaction interplay between the conflicting parties results in consequences. Conflict outcomes may be
either functional, in that the conflict results in an improvement in the group’s performance, or dysfunctional, in that it
hinders group performance. Conflict that supports the individual and group goals, which leads to higher performance is
called functional conflict while the conflicts that hinders individual or group performance is called dysfunctional conflict.
The former is constructive while the latter is destructive.
Functional Outcomes
Conflict may stimulate innovation, creativity, and growth.
Improves the quality of decisions and it encourages interest among group members,
Alternative solutions to a problem may be found.
Conflict may lead to synergistic solutions to common problems.
Individual and group performance may be enhanced.
Individuals and groups may be forced to search for new approaches.
Individuals and groups may be required to articulate and clarify their positions.
Dysfunctional Outcomes
Conflict may cause job stress, burnout, and dissatisfaction.
Communication between individuals and groups may be reduced.
A climate of distrust and suspicion can be developed.
Relationships may be damaged.
Job performance may be reduced.
Resistance to change can increase.
Organizational commitment and loyalty may be affected.
5.6. Conflict Management
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive
aspects of conflict. Managing conflict involves identifying the problem, finding a solution that is acceptable
for both parties. Conflict management does not mean the complete elimination of conflict nor does it refer
only to conflict reduction. Conflict Management is the use of processes, tools, and skills to find creative and
respectful ways to manage disagreements and disputes. In this sub section, three important issues, that is,
analysis of the conflict situation, conflict stimulation and conflict resolution are discussed as tools of
conflict management.
5.6.1. Conflict Analysis
Conflict analysis is a comprehensive look at all aspects of a particular conflict. The purpose of doing a
conflict analysis is for the mediator to get the "big picture" and to understand the dynamics of the conflict. A
mediator than uses the information gathered in the conflict analysis to assist the parties in moving toward
settlement. To do a conflict analysis, a mediator must gather much information from both parties. This is
usually done in the interview stage, before the parties come to the table. By the time the parties reach the
table, the mediator should have pretty good idea of the different components to the conflict.
5.6.2. Conflict Stimulation
Conflict improves group and organizational effectiveness. The stimulation of conflict initiates the search for
new means and goals and provides the stimulus for innovation. The successful solution of a conflict leads to

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 greater effectiveness, to more trust and openness, to greater attraction of members for each other, and to
depersonalization of future conflicts. In this write up we are discussing how the stimulating conflict can
provide benefits to the organization. Nowadays, some institutes create conflict to find new way and for
innovation.
5.6.2.1. Conflict Stimulation Techniques
Use of Communication: Communication encourages and discourages the conflict. So that, while creating
conflict in required level unclear message should be sent. Threatened and challenge to the workers also a
measure to create conflict.
Bringing in Outsider: Conflict also can be created by entering members with different background, value,
view and managerial skill. The discussion with the person with different background helps to find new way.
In this way, orientation with different members from outsides provides creative way at last.
Restructuring the Organization: By changing current design of organization, functional conflict can be
created. With the help of restructure, the size of organization is changed. In this way with the help of
restructure different difficulties and problems are solved in current situation.
Appointing a Devil’s Advocate: Appointing a Devil’s Advocate, the organization also can create the conflict.
These types of person solve the problems differently of the members of organization. He works as conflict
motivator. If he has good skill, knowledge and mind, can be good advocator of organization.
Creating Competition: Creating competitions between players on team. Who sells the most in retail? Usually
everyone gains.
5.6.3. Conflict Resolution Model
Conflict between parties can be resolved by five different modes: competing, collaboration, Avoiding,
Accommodation /smoothing, and compromising.
Avoiding: It is a situation, when persons trying to just ignore a conflicting events. It is a system withdraws from
conflict. Changing or avoiding the topic, or even denying that a problem exists, the conflict avoidance style is
used when an individual has withdrawn in dealing with the other party. It gives low concern for both self and
others. One or both parties could avoid facing the conflict. The situation pertains to un-cooperative and
unassertive behavior on the part of parties involved. A Party may avoid facing B Party. When situation
reaches a point of negligence by A Party, B Party may take advantage of the situation
Competing/Dominating/Forcing: This is when there is high concern for yourself but low for others. It
is conflict handling technique when one person seeks to satisfy his or her own interests regardless of the
impact on other parties to the conflict. It is sometimes called victory by force or domination. One party
pushing ahead with his or her own mission and goals with no concern for the other party in the conflict.
Example: when one person attempting to convince another that his conclusion is correct but others ideas are

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 wrong and trying to make someone else accept blame for problem. This strategy is based on win-lose
principle of managing conflicts.
Collaborating/Integrating/Problem Solving: this is when you give high concern for you and others. The
conflicting parties are searching for mutually beneficial outcomes. It gives high attention both for self and
others. Strategy of collaboration involves attempt of one party to work with the other party in cooperative
manner and find solutions to the problem for mutual benefits. This strategy is based on “WIN- WIN
STRATEGY” principle of managing conflicts.
Accommodating or Smoothing: this is when you give low concern for yourself and high concern for
others.
In accommodating mode a person scarifies his own interest for accommodating other person’s interest. It is
form of selfless generosity, obeying other person’s point of view. It is a situation when one party is willing to
be self- sacrificing in order to solve the conflict. "Accommodating", or smoothing characterized by a high
level of concern for others and a low level of concern for oneself. This strategy is based on “LOSE- WIN
strategy” principle of managing conflicts.
Compromise: It is when you have medium concern for you and others. It is conflict handling
technique when each conflicting party to the conflict seeks to give up something of value to the other in
order to solve the problem. It is a model when both parties try to find out some mutually acceptable
solutions that sacrifices both the parties partially. In compromising, there is no clear winner or loser.