CONFLICT

UNDERSTANDING CONFLICT

• Conflict is the
disagreement between
two or more individuals or
groups, with each
individual or group trying
to gain acceptance of its
view or objectives over
others
 Features of Conflict
• It helps in analytical thinking.
• It helps in increased cohesion.
• Conflict promotes competition.
• It serves as a foundation for organizational
development.
• Conflict when expressed can clear the air and
reduce tension.
 SOURCES OF CONFLICT
• ORGANIZATIONAL CHANGE

• PERSONALITY CLASHES

• DIFFERENCES IN VALUE SETS

• THREATS TO STATUS

• PERCEPTUAL DIFFERENCES
 Sources of Conflict
• Organizational Change: Organizations undergo
changes due to new technological, political and
social developments that affect them or due to
changes in the competitive forces. As people may
hold different views about the change and the
future direction of an org., conflict may arise
• Personality Clashes: Individuals personalities
differ widely due to differences in their levels of
maturity, emotional stability and their behaviour.
When they do not recognize or appreciate these
differences, conflicts occur
• Differences in Value Sets: Different people have different
opinions, values and beliefs. When people with
contradicting values and beliefs interact with each other,
conflicts are likely to occur. These conflicts are often
irrational and difficult to be resolve
• Threats to status: Most individuals associate their identity
with their status in society or the organization. When an
individual feels that another person’s acts may harm or
damage his image, which in turn may affect his status,
conflict is likely to arise
• Perceptual differences: People perceive different things,
issues and their environment differently. When they act as
though their perception is the only reality, without
attempting to understand or accept another person’s view,
conflict arise
 Transitions in Conflict Thought
• Traditional View: Conflict was considered
totally bad and was to be avoided
• Human Relations View: Management should
be concerned with avoiding conflict if possible
and resolving it as soon as possible
• Interactionist View: The group leader must
allow some conflicts to happen in the group,
so that the group may remain viable, self
critical and creative
 Types of Conflict
• Intra individual conflict
• Interpersonal conflict
• Conflict between the individual and the group
• Inter group conflict
• Inter organizational conflict
 Intra Individual Conflict

• Refers to conflict within an individual

• It arises from frustration, numerous roles
which demand equal attention but is not
always possible to devote, cognitive
dissonance and neurotic tendencies
 Frustration
• Conflict from frustration occurs when a motivated
drive is blocked before a person reaches a desired goal.
• An individual driven by an inner state of deficiency
engages them in some action to fulfil the deficiency
• Attempts to reach the goal are checked by barriers
which may be external or internal
• There are external barriers which are social- they are
placed by other’s in the way of reaching one’s goal.
Internal barriers are personal limitations or disabilities
which thwart’s one’s aspirations
 Cognitive Dissonance
• It occurs when individuals recognise
inconsistencies in their own thoughts or
behaviours
• employees seek to remove inconsistencies by
changing thoughts or behaviour or obtaining
more information about the issue that is
causing the dissonance
• Until it is removed, it remains a source of
conflict
 Neurotic Tendencies
• These are irrational personality mechanisms
that an individual uses that create inner
conflict
• Inner conflict often results in behaviours that
lead to conflict with other people
 Inter Personal Conflict
• Occurs between two individuals in an
organization
• Arises mainly because of differences in
perception, temperaments, personalities,
value systems, role ambiguities
• Transactional analysis, Johari window, Stroking
and Life positions explains the phenomenon
of inter personal conflict