Contents

Conflict management......................................................................................................................1

Causes of conflicts........................................................................................................................3

What you have to gain....................................................................................................................3

What are Conflict Management Skills?..................................................................................6

Types of Conflict Management Skills.....................................................................................6

Communication..............................................................................................................................6

Emotional Intelligence................................................................................................................7

Empathy...........................................................................................................................................7

Creative Problem Solving...........................................................................................................8

More Conflict Management Skills............................................................................................9

Here are additional conflict management skills for resumes, cover letters, job applications,
and interviews. Required skills will vary based on the job to which you're applying, so also
review our list of skills listed by job and type of skill...................................................................9

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9780199846740-0105.xml.....................................................................................................................10

Conflict management

Strong conflict management skills are an advantage in most positions, as conflict

is virtually impossible to avoid. It is human nature to disagree, and disagreements are
in fact healthy when approached correctly. Eliminating conflict entirely would cause its
own problems: there would be no diversity of opinion and no way for us to catch and
correct flawed plans and policies.

But poor communication or interpersonal tension can easily cause simple

disagreements to flare up into resentment or worse. Conflicts that are allowed to fester
and grow will ultimately diminish productivity and damage staff morale. This is why
employers seek employees with the skills to manage and diffuse conflict.

Conflict
 Conflict is a stressful condition that occurs when a person must choose between
incompatible or contradictory alternatives. It is a negative emotional state caused by an
inability to choose between two or more incompatible goals or impulse.

Conflict is the state in which two or more motives cannot be satisfied because
they interfere with one another

“Conflict is the perception of differences of interests among people”

Conflict is difficult to define, because it occurs in many different settings. The

essence of conflict seems to be disagreement, contradiction, or incompatibility. Thus,
CONFLICT refers to any situation in which there are incompatible Goals, Cognitions, or
Emotions within or between individuals or groups that lead to opposition or antagonistic
interaction. The definition recognizes three basic types of conflict:

 Goal conflict is situation in which desired end states or preferred outcomes

appear to be incompatible.

 Cognitive Conflict is a situation in which ideas or thoughts are inconsistent.

 Affective Conflict is a situation in which feelings or emotions are incompatible;

that is, people literally become angry with one another. Conflict is very
common in organizational settings. This is not necessarily a negative feature;
the resolution of conflict often leads to constructive problem solving.

Types of Conflict
The following are the types of conflict:
1. Psychological Conflict (Internal Conflict) – Psychological conflict could be
going on inside the person and no one would know (instinct may be at odds with
values). Freud would say unconscious id battling superego and further claimed
that our personalities are always in conflict.
2. Social Conflict - The different kinds of social conflict are:
a. Interpersonal Conflict;
b. Two individuals me against you;
c. Inter- group Struggles – us against them;
d. Individual Opposing a Group – me against them, them against me;
e. Intra- group Conflict – members of group all against each other on a task.
 3. Approach –Avoidance – Conflict can be described as having features approach
and avoidance: approach- approach; avoidance- avoidance; approach-
avoidance. Approach speaks to things that we want while Avoidance refer to
things that we do not want.
a. Approach- Approach Conflict – In Approach – Approach conflict,
the individual must choose between two positive goals of
approximately equal value. In this, two pleasing things are wanted but
only one option should be chosen.

Examples: Choice between two colleges, two roommates,

or two ways of spending the summer.

b. Avoidance- Avoidance Conflict – Avoidance- Avoidance conflict

involves more obvious sources of stress. The individual must choose
between two or more negative outcomes.

Examples: Study or do the dishes. I don’t want this and I

don’t want that. A woman with an unwanted pregnancy may
be morally opposed by abortion.

c. Approach- Avoidance Conflict – Approach- Avoidance conflict

exists when there is an attractive and unattractive part to both sides.
It arises when obtaining a positive goal necessities a negative outcome
as well.

Examples: Gina is beautiful but she is lazy. “I want this but

I don’t want what this entails”.

Another is the dilemma of the student who is offered

a stolen copy of an important final exam. Cheating will bring
guilt and reduced self- esteem, but also a good grade.

d. Multiple- Approach- Avoidance Conflict – This refers to conflict

with complex combinations of approach and avoidance conflicts. It
requires individual to choose between alternatives that contain both
positive and negative consequences (Lahey, 2001).

Causes of conflicts
 Professional disagreements: Factual issues, methods, information
 Conflicts of interests or conflicts of objectives
 Conflicts of roles
 Conflicts to do with the dynamics of the group (power struggles etc.)
  Differences in norms and values
 Cultural conflicts
 Different personalities

Conflicts are nourished by:

 insufficient clarification of factual issues
 insufficient planning
 insufficient resources
 unclear roles and responsibilities

What you have to gain

The resolution of conflicts is easier if you recognize them early (before they
escalate) and if you try to find their cause. The successful resolution of a conflict can
energize a team and its sense of corporate identity. Conflicts that are resolved
constructively are a source of pride for all involved.

Levels of Conflict
The five levels of conflict are intrapersonal (within an individual), interpersonal
(between individuals), intragroup (within a group), intergroup (between groups), and
intra organizational (within organizations).

Intrapersonal Conflict
Intrapersonal Conflict, which occurs within an individual, often involves some
form of goal conflict or cognitive conflict. Goal conflict exists for individuals when their
behaviour will result in outcomes that are mutually exclusive or have compatible
elements (both positive and negative outcomes).

- Approach-approach conflict is a situation in which a person has a choice

between two or more alternatives with positive outcomes; for example, a person can
choose between two jobs that appear to be equally attractive.

- Avoidance - avoidance conflict is a situation in which a person must choose

between two or more alternatives, and they all have negative outcomes. For example,
employees may be threatened with punishment in the form of demotion unless they do
something they dislike spend much time travelling on their job, for example.
- Approach-avoidance conflict is a situation in which a person must decide whether
to do something that had both positive and negative outcomes, for example, being
offered a good job in a bad location.

Interpersonal Conflict
Interpersonal conflict involves two or more individuals rather than one individual.
Two managers competing for the same promotion, two executives maneuvering for a
larger share of corporate capital examples of conflict between individuals are legion and
quite familiar.

Reasons of conflicts
1. Personality differences: Some people have difficulty in getting along with each
other. This is purely a psychological problem and it has nothing to do with their job
requirements or formal interactions.
2. Perceptions: Varied backgrounds, experiences, education and training result in
individuals developing different perceptions of similar realities; the result being an
increase in the likelihood of interpersonal conflict.

3. Clashes of values and interests: Conflict that so commonly develops between

engineering and manufacturing personnel shows how differences in values might
underlie conflict. Members of the engineering department might place a premium on
quality, sophisticated design and durability while members of the manufacturing
department might value simplicity and low manufacturing costs.

4. Power and status differences: As pointed out by Abraham Zalenznik

"Organizations are political structures". They operate by distributing authority and
setting a stage for the exercise of power. Similarly status inconsistencies lead to
conflict.

5. Scarce resource: Interpersonal conflict is almost automatic anytime there is

scarcity. Conflicts over scarce resources are exceedingly common in organizations.
Where the scarcity is absolute (the resource level cannot be enhanced) it is very
difficult to manage interpersonal conflicts. For example if three qualified individuals for
superior positions in the organization and there is only one such position, interpersonal
conflict may develop to an unmanageable level.

Managing Conflict
Except in very few situations where the conflict can lead to competition and
creativity so that in such situations the conflict can be encouraged, in all other cases
where conflict is destructive in nature, it should be resolved as soon after it has
developed as possible, but all efforts should be made to prevent it from developing.

• Preventing conflict. Some of the preventive measures that the management can
take, according to

Schein are:

a) Goal structure: Goals should be clearly defined and the role and contribution of
each unit towards the organizational goal must be clearly identified. All units and the
individuals in these units must be aware of the importance of their role and such
importance must be fully recognized.

b) Reward System: The compensation system should be such that it does not
create individual competition or conflict within the unit. It should be appropriate and
proportionate to the group effort and reflect the degree of interdependence among
units where necessary.

c) Trust and communication: The greater the trust among the members of unit,
the more honest and open the communication among them would be. Individuals and
units should be encouraged to communicate openly with each other so that they can all
understand each other, understand each other’s problems and help each other when
necessary.

d) Co-ordination: Co-ordination is the next step to communication. Properly co-

ordinated activity reduce conflict. Wherever there are problems in co-ordination, a
special liaison office should be established to assist such co-ordination.
What are Conflict Management Skills?

As we have established, the aim for professionals should not be to avoid conflict, but to
resolve it in an effective manner.

Individuals who handle conflict in a respectful, optimistic way create the chance for
growth and learning within an organization.

Communicating clearly, empathetically, and patiently leads to favorable outcomes and

keeps professional relationships strong.

Types of Conflict Management Skills

Communication

Much unnecessary conflict can be avoided simply with clear, accurate written and
verbal communication; a single lost email could lead to failed plans and fingers pointed.
Assumptions about what other people already know, think, or intend can cause
resentment or worse. Many people argue purely because they want to feel heard.
Simply being a good listener can be enough to inspire trust and resolve hurt feelings.
Examples of good communication skills include:

 Quickly Addressing Problems

 Understanding Reluctant Participants
 Formalizing Agreements
 Active Listening
 Leadership
 Mediating
 Meeting with Parties
 Modeling Reasonable Dialogue
 Negotiating
 Nonverbal Communication
 Open Dialogue
 Suppressing Conflict-Provoking Behaviors
 Teaching Positive Behaviors
 Written Communication

Emotional Intelligence
 Emotional intelligence is the ability to understand one’s own feelings and those of
others, and to handle those feelings well. People who have high emotional intelligence
are good at identifying and meeting the needs of others while taking responsibility for
their own needs and feelings. A few ways they do this are:

 Being Adaptable
 Being Analytical
 Asserting Feelings
 Compromising
 Showing Curiosity
 Forgiving Transgressions
 Helping Others
 Identifying Triggers
 Recognizing Improvements
 Setting Ground Rules
 Showing Respect
 Modifying Behavior
 Being Motivated
 Being Optimistic
 Being Self-Aware
 Displaying Self-Regulation

Empathy

Empathy means feeling what others feel. The ability to see a situation from
someone else’s viewpoint, and to understand their needs, motivations, and possible
misunderstandings, is critical to effective conflict management. Some people are
naturally more empathetic than others, but empathy can be developed.

At its most useful, empathy is augmented by an intellectual understanding of

another’s situation, since emotional empathy alone can sometimes create complicated
scenarios. Empathy is best applied in a work environment when paired with critical
thinking, emotional intelligence, and other types of discernment. Hallmarks of empathy
include:

 Accountability
 Asking for Feedback
  Building Trust
 Showing Compassion
 Embracing Diversity and Inclusion
 Giving Constructive Feedback
 Handling Difficult People
 Managing Emotions
 High Emotional Intelligence
 Identifying Nonverbal Cues
 Recognizing Differences
 Understanding Different Viewpoints
 Good Interpersonal Skills
 Ability to Recognize Problems
 Good Self-Control
 Ability to Embrace Different Opinions

Creative Problem Solving

Understanding and communication are all very well and good, but do not help much
if you don’t have a solution for the underlying problem, whatever that problem may be.
Conflict often happens because no one can come up with a workable solution, so
resolving the conflict depends on creating a solution. That makes problem-solving an in-
demand skill for employers. Examples of problem-solving conflicts in the workplace
include:

 Conflict Analysis
 Brainstorming Solutions
 Collaborating
 Verbal Communication
 Convening Meetings
 Creativity
 Decision Making
 Designating Sanctions
 Nonverbal Communication
  Problem Solving
 Sense of Humor
 Goal Integration
 Monitoring Compliance
 Reconfiguring Relationships
 Fair Resolution

More Conflict Management Skills

Here are additional conflict management skills for resumes, cover letters, job
applications, and interviews. Required skills will vary based on the job to which you're
applying, so also review our list of skills listed by job and type of skill.

 Apologizing
 Avoiding Punishing
 Being Present
 Calmness
 Impartiality
 Intuitiveness
 Ability to "Let It Go"
 Patience
 Positivity
 Ability to Prioritize Relationships
 Respecting Differences
 Separating Yourself
 Stress Management
 Ability to Take Criticism

Stress Management Tips

 Keep a positive attitude.

  Accept that there are events that you cannot control.
 Be assertive instead of aggressive. Assert your feelings, opinions, or beliefs
instead of becoming angry, defensive, or passive.
 Learn and practice relaxation techniques; try meditation, yoga, or tai-chi for
stress management.
 Exercise regularly. Your body can fight stress better when it is fit.
 Eat healthy, well-balanced meals.
 Learn to manage your time more effectively.
 Set limits appropriately and learn to say no to requests that would create
excessive stress in your life.
 Make time for hobbies, interests, and relaxation.
 Get enough rest and sleep. Your body needs time to recover from stressful
events.
 Don't rely on alcohol, drugs, or compulsive behaviors to reduce stress.
 Seek out social support. Spend enough time with those you enjoy.
 Seek treatment with a psychologist or other mental health professional trained in
stress management or biofeedback techniques to learn healthy ways of dealing
with the stress in your life.

Reference:
Don Hellriegel, John W.Slocum, Jr., and Richard W.Woodman, Organizational
Behaviour, 5th ed., West, St.Paul, Minn, 1989.
https://quint-essenz.ch/en/topics/1085
http://www.healthnet.org.np/downloads/manual/Conflict_management.pdf
https://www.projecttopics.org/conflict-management-organization.html
Luthans F, Organisational Behaviour, IRWIN/McGRAW-HILL 1998.
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