CONFLICT

1
CONFLICT

• Conflict is
• the behaviour of an individual or group which
• purposely sets out to block or inhibit another
  group
• (or individual) from achieving its goals
• (Rollinson and Broadfield, 2002427)

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CONFLICT AND COMPETITION

• Common Aspects
• Both involve some degree of opposing behaviour.
• Both have the belief that one party is attempting
  to deprive others of something which they value.
• Differences
• Conflict situations denote both incompatible
  goals and opposing behaviour. Competition can
  occur with greater commonality of goals and
  limited opposing or co-operative behaviour.
• Competition - rules and procedures adhered
  toConflict - few rules and procedures regulate
  behaviour
• In competition, individuals or groups do not
  obstruct or interfere with each other in
  attempting to satisfy their goals. In conflict,
  one groups goals jeopardise the others.

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CONFLICT

• 1. THE TRADITIONAL VIEW
• The belief that all conflict is harmful and must
  be avoided.
• argues that conflict indicates a malfunctioning
  within the group.
• 2. THE HUMAN RELATIONS VIEW
• The belief that conflict is a natural and
  inevitable outcome in any group.
• argues that conflict is a natural occurrence in
  all groups and organisations.
• since conflict was inevitable, the human
  relations school advocated acceptance of
  conflict.
• proponents of the human relations view
  rationalized the existence of conflict - it
  cannot be eliminated and there are even times
  when conflict may benefit a groups performance
• this view dominated conflict theory from the late
  1940s to the mid-1970s.

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CONFLICT

• 3. THE INTERACTIONIST VIEW
• The belief that conflict is not only a positive
  force in a group but that it is absolutely
  necessary for a group to perform effectively.
• While the human relations approach accepted
  conflict, the interactionist approach encourages
  conflict. Why?
• it argues that a harmonious, peaceful, tranquil
  and co-operative group is prone to becoming
  static, apathetic and non-responsive to needs for
  change and innovation.
• major contribution of the interactionist approach
  is encouraging group leaders to maintain an
  ongoing minimum level of conflict i.e. enough to
  keep the group viable, self-critical and
  creative.
• Given the interactionist view, it becomes evident
  that to say conflict is all good or all bad is
  inappropriate and naive. Interactionist view is
  not that all conflicts are good Rather, it
  depends on the type of conflict i.e. is it
  functional or dysfunctional.

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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT

• Functional (Constructive) Conflict
• Conflict that supports the goals of the group
  and improves its performance.
• Theoretically, one could say that there is
  probably an optimum level of functional conflict.
  The problem is in determining what is an optimum
  level.
• Dysfunctional (Destructive) Conflict
• Conflict that hinders group performance.
• At any level, this type of conflict will cause
  problems for a group or organisation.

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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT

• How can you tell if a conflict is functional or
• dysfunctional when
• demarcation is neither clear nor precise.
• no one level of conflict can be adopted as
  acceptable or unacceptable under all conditions.
• type and level of conflict that is functional for
  one group to-day may be dysfunctional for another
  group or for the same group on another occasion.
• The criterion that differentiates functional from
• dysfunctional conflict is group performance.
• Since groups exist to attain a goal or goals, it
  is the
• impact that the conflict has on the group, rather
  than
• the individual member, that determines
  functionality.

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POSITIVE AND NEGATIVE OUTCOMES OF CONFLICT

• Positive Outcomes
• Better ideas produced
• People forced to search for new approaches
• Long-standing problems brought to the surface and
  resolved
• Clarification of individual views
• Stimulation of interest and creativity
• A chance for people to test their capacities
• Negative Outcomes
• Some people felt defeated and demeaned
• The distance between people increased
• A climate of mistrust and suspicion developed
• Individuals and groups concentrated on their own
  narrow interests
• Resistance developed rather than teamwork
• An increase in employee turnover
• (Schmidt)

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SOURCES OF ORGANISATIONAL CONFLICT

• Differences in perception
• Differences between corporate and individual
  goals
• Limited resources
• Departmentalisation and specialisation
• The nature of work activities
• Role conflict
• Inequitable treatment
• Violation of territory
• Environmental change
• Conflict between the formal and informal
  organisation
• Conflict between the manager and the managed
• Conflict between the individual and the job
• Conflict between individuals

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REACTIONS TO CONFLICT
High
Competition Collaboration
Compromise Avoidance
Accommodation
Assertiveness desire to satisfy ones own
concerns
Low
Low
High
Co-operation the willingness to satisfy the
other partys concerns
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FIVE TYPES OF REACTIONS TO CONFLICT

• 1. Avoidance - Unassertive and uncooperative
  behaviour in which contact with the other party
  is avoided to prevent visible show of conflict
  either by withdrawing from the situation or
  suppressing the urge to engage in conflict, while
  not actually co-operating with the other party.
  A win-lose situation because the conflict remains
  unresolved.
• Use when
• the issue is trivial
• neither party has a chance of satisfying its
  concerns
• disruption cannot be allowed to continue
• people need time to cool down
• more information is needed to bring about a
  resolution
• or there are hidden agendas and the apparent
  issue could mask something more fundamental.

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FIVE TYPES OF REACTIONS TO CONFLICT

• 2. Accommodation - Behaviour is unassertive and
  co-operative in which the party sacrifices owns
  aims to put the interests of the other party
  first. A win-lose situation.
• Use when
• one party is patently in the wrong
• the issue is much more vital to one party than
  the other
• a trade-off for an issue that comes later needs
  to be established
• it is necessary to find a way for one party to
  retreat with dignity
• a party needs to be able to learn from its
  mistakes.

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REACTIONS TO CONFLICT

• 3. Competition - Behaviour is assertive and
  uncooperative usually with attempts to overwhelm
  the other party, using threats or power. A
  win-lose mentality.
• Use when
• quick, decisive action is needed
• the future popularity of the decision is
  unimportant
• the matter is essential to organisational success
• one or both parties would take advantage of the
  others less competitive behaviour.

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REACTIONS TO CONFLICT

• 4. Collaboration - Behaviour is assertive and
  co-operative in which the person attempts to
  achieve own interests, but by engaging in joint
  problem-solving with the other party to identify
  a solution that benefits both. A search for a
  win-win solution.
• Use when
• time is relatively plentiful
• it is vital that both parties learn from the
  experience
• gaining commitment of both parties to
  implementation is vital
• it is necessary to work through feelings that
  might give rise to future conflicts.

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REACTIONS TO CONFLICT

• 5. Compromise - Intermediate amounts of
  assertive and co-operative behaviour in which the
  person forsakes some of own aims in return for
  satisfaction of others. No winners or losers.
• Use when
• the parties goals are important but not worth
  the disruption that could arise from using more
  assertive approaches
• the parties have equal power and stalemate is
  likely
• temporary settlements are needed or time is
  short.

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CONFLICT MANAGEMENT

• Conflict Resolution is necessary
• when a manager resolves a conflict that has
  become harmful or is disruptive to the
  organisation.
• excessive time and effort if devoted to pursuit
  of conflicts rather than devoted to productive
  activity.
• conflicts pursued to advance the goals of groups
  and sub-units rather than those of the
  organisation.
• Conflict Stimulation is the creation and
  constructive use
• of conflict by a manager and is used where
• people are complacent or stagnant and there is a
  shortage of new ideas.
• change is needed to revitalise the organisation
  and there is strong resistance to change.
• there is too much consensus between groups and
  sub-units with a belief that co-operation is more
  important than performance.

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CONFLICT MANAGEMENT

• Clarification of goals and objectives
• Altering physical location
• Resource distribution and sharing
• Personnel policies and procedures
• Non-monetary rewards
• Development of interpersonal/group process
  skills
• Group activities
• Leadership and management
• Organisational processes