Unit 4 (P 36) Managing work Teams: Conflict, types, sources; management strategies and techniques

Organizational conflict:

• Conflict is disagreement between parties. Two or more individuals, groups or organization.
• A conflict is a situation where one party perceives that other party has negatively affected its interests.
• Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns.

Types of conflict/ conflicts at different level:

1. Intra personal: Interpersonal conflict is the conflict between individuals of the organization.
2. Inter Personal: conflict between the individual and his/ her goals and beliefs.
3. Inter group: Intergroup conflict is the conflict between different groups, teams and departments. When different groups are pitted against each other, this is an example of an intergroup conflict.
4. Intra group: Intra group conflict is the conflict within an internal group, team or department. These are conflicts that typically involve more than one person within a group.
5. Inter organizational: Inter organizational conflict is the conflict that arises across different organizations. When different businesses are competing against one another, this is an example of inter organizational conflict.

Sources of conflict:

• Conflict in goals
• Conflict in ideas
• Conflict in attitudes
• Conflict in behavior:
• Conflict in expectation:
• Poor communication:
• Scarce Resources:

Managing conflict in organization:

• Stimulating conflict:
• Reorganizing:
• Communication:
• Encouraging competition:
• Bring outsiders: Individuals whose backgrounds, values, attitudes, or personalities differ from those of present members.-One benefit of the diversity movement.

• Preventing conflict:
• Super ordinate goal: Super ordinate goals, in psychology, are goals that are achieved by the contribution and co-operation of two or more people, with individual goals that are normally in opposition to each other, working together.
• Reducing interdependence:
• Exchange of personnel:
• Liaison group or integrators:
• Appeal to higher authority:

• Resolving conflict:
• Collaborative: People tending towards a collaborative style try to meet the needs of all people involved. These people can be highly assertive but unlike the competitor, they cooperate effectively and acknowledge that everyone is important. This style is useful when a you need to bring together a variety of viewpoints to get the best solution; when there have been previous conflicts in the group
• Accommodating / smoothing: This style indicates a willingness to meet the needs of others at the expense of the person's own needs. The accommodator often knows when to give in to others, but can be persuaded to surrender a position even when it is not warranted. This person is not assertive but is highly cooperative. Accommodation is appropriate when the issues matter more to the other party, when peace is more valuable than winning, or when you want to be in a position to collect on this "favor" you gave.
• Compromising: People who prefer a compromising style try to find a solution that will at least partially satisfy everyone. Everyone is expected to give up something and the compromiser him- or herself also expects to relinquish something. Compromise is useful when the cost of conflict is higher than the cost of losing ground, when equal strength opponents are at a standstill and when there is a deadline looming.
• Avoidance: People tending towards this style seek to evade the conflict entirely. This style is typified by delegating controversial decisions, accepting default decisions, and not wanting to hurt anyone's feelings. It can be appropriate when victory is impossible, when the controversy is trivial, or when someone else is in a better position to solve the problem. However in many situations this is a weak and ineffective approach to take.
• Competitive: People who tend towards a competitive style take a firm stand, and know what they want. They usually operate from a position of power, drawn from things like position, rank, expertise, or persuasive ability. This style can be useful when there is an emergency and a decision needs to be make fast; when the decision is unpopular; or when defending against someone who is trying to exploit the situation selfishly. However it can leave people feeling bruised, unsatisfied and resentful when used in less urgent situations.