ORGANIZATIONAL
CONFLICT MANAGEMENT
CHRISTINE A. MASI
PRESENTER
What is organizational
Conflict
• Disagreements
• Disputes
• Clashes
• Confrontations
What is organizational
DueConflict
to differences in:
• goals
• Values
• Interests
• Culture
• Standards/principles
• communication styles, or
• competition for resources.
Importance of
Conflict
Management in
Organizations
Enhances Workplace
Relationships
Properly managed conflict
strengthens relationships by
encouraging open
communication and mutual
understanding. It helps prevent
misunderstandings from
escalating into bigger issues.
Improves Productivity and
Efficiency
Resolving conflicts early prevents
disruptions in workflow and
ensures employees stay focused
on their tasks. Reduces the time
and energy wasted on disputes.
Encourages Innovation and
Creativity
A constructive approach to conflict
can lead to new ideas and better
problem-solving strategies. Diverse
perspectives challenge conventional
thinking and foster innovation.
Strengthens Teamwork and
Collaboration
Conflict resolution promotes trust,
cooperation, and respect among
team members. Helps create a more
inclusive and collaborative work
culture.
Reduces Employee Stress and
Turnover
Unresolved conflicts create a toxic
work environment, increasing
stress and dissatisfaction. Proper
conflict management leads to
higher employee morale and
retention.
Enhances Decision-Making
Healthy debates allow for better
evaluation of options and lead
to well-informed decisions.
Avoids decision-making based
on assumptions or emotions.
Promotes Organizational
Growth
Companies with strong conflict
management practices adapt
better to change and challenges.
Leaders who handle conflicts
effectively build a resilient and
high-performing workforce.
Types of
Organizational
Conflict
1.Interpersonal Conflict –
Disagreements between individuals, often
due to personality clashes,
communication issues, or competition.
2. Intragroup Conflict –
Conflict within a team or
department caused by differing
opinions, unclear roles, or
workload distribution.
3. Intergroup Conflict –
Disputes between different
departments or teams due to
competition, resource
allocation, or differences in
goals.
4. Organizational-External
Conflict – Tensions between an
organization and external
stakeholders, such as customers,
suppliers, or regulatory bodies.
Causes of Organizational
Conflict:
Poor communication
Differences in values or interests
Competition for limited resources
Unclear job roles or responsibilities
Leadership style differences
Organizational change or restructuring
Ways to Manage Organizational
Conflict:
• Open and clear communication
• Mediation and conflict resolution
strategies
• Clearly defined roles and responsibilities
• Team-building activities
• Leadership training and emotional
intelligence development
What hinders us
from settling
disputes among
workers and/or
those who are close
to us when you are
in one organization?
Poor
Decrease Team Leadershi
d Morale p
productivi Challenge
ty WHEN
s
UNRESOLV
ED
Reputation
and Increased
Customer Employee
Relations Turnover
Issues
The five primary styles, based on the Thomas-
Kilmann Conflict Model, include:
1. Avoiding (Passive Approach)
•Description: Ignoring or withdrawing from the conflict
instead of addressing it.
•When to Use:
• When the conflict is minor and not worth the effort.
• If emotions are too high and a temporary break is
needed.
• When more information is required before making a
decision.
•Downside: Can lead to unresolved tensions and
bigger issues in the future.
2. Accommodating (Yielding Approach)
•Description: Prioritizing the other party’s
needs over one’s own to maintain peace.
•When to Use:
• When preserving relationships is more
important than winning.
• If the issue is more important to the other
party than to you.
• To maintain harmony in a group.
•Downside: May lead to resentment if
overused, as one party always compromises.
3. Competing (Assertive & Dominating
Approach)
•Description: Taking a firm stand and pursuing
one’s own interests, often at the expense of
others.
•When to Use:
• When quick and decisive action is needed.
• In high-stakes situations where a strong
stance is required.
• When enforcing rules or policies.
•Downside: Can create hostility and damage
relationships if used excessively.
4. Compromising (Middle-Ground Approach)
•Description: Finding a solution that partially
satisfies both parties, requiring some level of
sacrifice from each.
•When to Use:
• When both sides have equal power and need
a fair solution.
• If a quick resolution is necessary.
• In ongoing relationships where maintaining
goodwill is important.
•Downside: May result in neither party being
fully satisfied.
5. Collaborating (Win-Win Approach)
•Description: Working together to find a solution
that fully satisfies both parties’ needs.
•When to Use:
• When a long-term, mutually beneficial
solution is needed.
• If both sides are willing to openly discuss and
problem-solve.
• In complex conflicts where creativity is
required.
•Downside: Can be time-consuming and requires
effort from both parties.
Choosing the Right Style
The best conflict management style
depends on factors such as:
✅ The importance of the relationship.
✅ The urgency of the situation.
✅ The level of cooperation required.
✅ The long-term impact of the conflict.
"Respect, trust, and open
communication are the
foundation of a healthy
working relationship. When we
support each other, we grow
together."
Thank You!!!
