CONFLICTS

GROUP 3
STUDENT NAMES REGISTRATION NUMBER
LOMONGIN SANTINA 1901600242
MUWANGUZI HANNAH 1901600073
AKOL MICHAEL 1901600033
EGUYU JOHN 1901600168
KYESULUTA BETTY 1901600064
DDEMBE JONATHAN 1901600071
SSEMAMBO ARAFAT 1901600051
MUGWERA ISMAEL ANDREW 1901600059
MUTAMBI CRYTON 1901600063
SSENYONGA SAMUEL 1901600187
ODUKATUM POLYCARP OKIROR 1901600170
Objectives
1. Definition
2. Causes
3. Types of conflicts
4. Outcomes of conflicts
5. Methods of management
 What is a conflict?
• Conflict is the disagreement or difference of opinions between or among
individuals that can be potentially harmful to any organization.
• Conflict can also be defined as a result of opposing thoughts, ideas, feelings,
perceptions, behaviors, values, opinions, or actions between individuals.
• In the workplace setting, it often involves personal agendas, insights, or goals
versus the agendas, insights, or goals of the group or team.
• Conflict management seeks to resolve the disagreement or conflict with
positive outcomes that satisfy all individuals involved or is beneficial to the
group.
• However, the perception of conflict is often negative.
• Conflict management is a crucial competency that leaders must possess, for
the success of the team, group, unit, or employees they lead
Causes of conflicts
 Organizational Structure
• Conflict tends to take different forms, depending upon the
organizational structure. For example, if a company uses a matrix
structure as its organizational form, it will have decisional conflict
built in, because the structure specifies that each manager report to
two bosses.
 Limited Resources
• Resources such as money, time, and equipment are often scarce.
• Competition among people or departments for limited resources is a
frequent cause for conflict.
 Task Interdependence
Another cause of conflict is task interdependence; that is, when
accomplishment of your goal requires reliance on others to perform their
tasks.
 Incompatible Goals
 Personality Differences
Personality differences among coworkers are common.
For example, Type A individuals have been found to have more conflicts
with their coworkers than Type B individuals.
 Communication Problems
Sometimes conflict arises simply out of a small, unintentional
communication problem, such as lost e-mails or dealing with people who
don’t return phone calls.
Types of conflicts
• Interpersonal
• Intrapersonal
• Intragroup
• Intergroup
Outcomes of conflicts
Positive/Functional
• Conflict can promote team-building skills, critical thinking, new ideas, and
alternative resolutions.
• Consideration of a broader range of ideas, resulting in a better, stronger idea
• Surfacing of assumptions that may be inaccurate
• Increased participation and creativity
• Clarification of individual views that build learning
• Encourage healthy relationships, morale and commitment
• Improve productivity
• Promote personal growth and insight
Negative/Dysfunctional
• Increased stress and anxiety among individuals, which decreases
productivity and satisfaction
• Feelings of being defeated and demeaned, which lowers individuals’
morale and may increase turnover
• A climate of mistrust, which hinders the teamwork and cooperation
necessary to get work done
• Reduce trust and information
• Lead to demotivation of staff
 Conflict Management Styles
(Thomas-Kilman Conflict Modes)
• Conflict management styles take many forms and may reflect a particular style
of leadership.
Avoidance
• In this style of conflict management, some or all people involved in the conflict
simply avoid the situation or ignore its existence.
• For the individuals involved, this is a losing situation in the long run.
• The conflict is unresolved.
• It continues to fester and build, creating more conflict.
• However, this style may be useful temporarily to de-escalate a very tense, non-
emergency situation.
Competitive
• In this style of conflict management, one party will win, and one party will
lose.
• It will resolve the situation, but will not promote a unified or team
approach to solving problems.

Compromise
• In this style of conflict management, neither party will be fully satisfied.
• The result will harbor resentment between those involved.
• In the resolution, each party sacrifices a portion of his or her solution.
• A significant part of the resolution can be left out, and the best outcome
may not prevail.
Collaborative
• In this style of conflict management, all parties involved are brought together for a
resolution.
• Active listening, respectful communication, and an open mind are incorporated into
the solution process for the best outcome.
• All parties involved have a say, and all parties involved reach a solution.
• This solution is accepted as the best outcome for all involved.

Accommodative
• In this style of conflict management, one party wins and one party loses.
• One opinion is accepted, and the other opinion is lost.
• The resolution will benefit one instead of all involved.
• For the person who manages the conflict, this becomes a sore spot and causes
resentment.
• Although it may resolve the conflict, it may not satisfy all involved individuals.
Summary
 Steps To Conflict Management

• Before communication begins, set rules for respectful communication.