POA

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POA

• Role Play conflict
• Case study on conflict
• Exercise on What is your style of conflict
  handling or management

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The whole business starts with ideas, and were
convinced that ideas come out of an environment
of supportive conflict, which is synonymous with
appropriate friction. Michael Eisner-CEO and
Chairman of Disney
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Conflicts

• In simple terms its collision or disagreement
• Any situation in which two or more parties feel
  themselves in opposition
• True Conflicts have to be resolved
• Eg- A child having a drug problem.
• False Conflicts are differences that dont have
  to be resolved.
• Eg you and your girlfriend disagree about a
  movie being good
• Eg You and your colleague disagree about how
  smart your boss is

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Causes of Conflict

• Arises
• From disagreements over the goals to attain or
• methods to be used to accomplish those goals.
• Task interdependence Eg one department
  depending upon another department for the tasks
  to get completed
• Competition over scarce resources Eg 1
  secretary shared by 2 bosses
• Personality differences.
• Eg story of Lord Krishna Arjun , Story of
  Lord Buddha

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Transitions in Conflict Thought
Traditional View of Conflict The belief that all
conflict is harmful and must be avoided.

• Causes
• Poor communication
• Lack of openness
• Failure to respond to employee needs

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Transitions in Conflict Thought (contd)
Human Relations View of Conflict / Current View
The belief that conflict is a natural and
inevitable outcome in any group.
Interactionist View of Conflict 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.
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Levels of conflicts

• Intrapersonal conflict
• Eg A team manager who responsible for
  protecting its team and resources as a member of
  executive staff charged with the task of reducing
  operating costs.
• Interpersonal conflict-
• Eg develop from failures of communication or
  differences in perception
• Intergroup conflict
• Eg- the production department may want new and
  more efficient machinery while at the same time
  the sales department wants to expand its work
  force

Personal and organizational goals. Sattwa, Rajas,
Tamas
Ego, false sense of pride, denigration of
colleagues
Dependence of departments on each other, goal
incompatibility, ltd resources , difference
between line and staff
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Goal Conflict

• Approach Approach Conflict Eg a person feeling
  hungry and sleepy at same time
• Approach Avoidance Conflict Eg a person calling
  up someone for a favour and fears that he would
  be insulted by another one
• Avoidance Avoidance Conflict- Eg a person
  getting a chronic disease and not wanting to get
  operated.
• Eg person wanting to avoid the supervisor with
  whom he disagrees and cannot quit job too

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Functional versus Dysfunctional Conflict
Functional Conflict Conflict that supports the
goals of the group and improves its performance.
Dysfunctional Conflict Conflict that hinders
group performance.
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The Conflict Process
E X H I B I T 141
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Stage I Potential Opposition or Incompatibility

• Communication
• Semantic difficulties, misunderstandings, and
  noise
• Structure
• Size and specialization of jobs
• Jurisdictional clarity/ambiguity
• Member/goal incompatibility
• Leadership styles (close or participative)
• Reward systems (win-lose)
• Dependence/interdependence of groups
• Personal Variables
• Differing individual value systems
• Personality types

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Stage II Cognition and Personalization
Perceived ConflictAwareness by one or more
parties of the existence of conditions that
create opportunities for conflict to arise.
Felt ConflictEmotional involvement in a conflict
creating anxiety, tenseness, frustration, or
hostility.
Conflict Definition
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Stage III Intentions
Intentions Decisions to act in a given way.

• Cooperativeness
• Attempting to satisfy the other partys concerns.
• Assertiveness
• Attempting to satisfy ones own concerns.

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Stage IV Behavior
Conflict Management The use of resolution and
stimulation techniques to achieve the desired
level of conflict.
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Stage V Outcomes

• Functional Outcomes from Conflict
• Increased group performance
• Improved quality of decisions
• Stimulation of creativity and innovation
• Encouragement of interest and curiosity
• Provision of a medium for problem-solving
• Creation of an environment for self-evaluation
  and change

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Stage V Outcomes

• Dysfunctional Outcomes from Conflict
• Development of discontent
• Reduced group effectiveness
• Retarded communication
• Reduced group cohesiveness
• Infighting among group members overcomes group
  goals

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Effects of conflicts

• Destructive
• Conflict not at all bad
• Constructive
• Distrust may grow among people
• Individual level some people may feel defeated
• Motivation level may be reduced

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Conflict outcomes
Win
Win-win
Win-lose
Individual As Outcome
Lose-lose
Lose-win
Lose
Lose Win Individual Bs Outcome
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Accommodating The willingness of one party in a
conflict to place the opponents interests above
his or her own.
Compromising A situation in which each party to a
conflict is willing to give up something.
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Dimensions of Conflict-Handling Intentions
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Conflict Management Techniques

• Conflict Resolution Techniques
• Communication
• Bringing in outsiders
• Restructuring the organization
• Appointing a devils advocate

E X H I B I T 144 (contd)
Source Based on S. P. Robbins, Managing
Organizational Conflict A Nontraditional
Approach (Upper Saddle River, NJ Prentice Hall,
1974), pp. 5989
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Conflict Resolution Strategies

• 1.Take responsibility for dealing with conflict
• 2. Uncover, Define and discuss the Real Problem
• 3. Ask questions and listen
• 4. Set goals and create an action plan
• 5. Follow up

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FRUSTRATION
Frustration occurs when a motivated drive is
blocked before a person reaches a desired goal
External Barriers floods, power failures, and
break down of transportation Internal Barriers
personal limitations, and disabilities, weakness,
physical deformities, lack of skill, or low
intelligence
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Maier Ellen describe frustration

• An insoluble problem
• Pressure from behind
• Barriers preventing escape
• Consistency or inconsistency of results

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A basic model of frustration
Figure 12.3
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Factors influencing frustration

• The degree of attachment to the desired goal
• The strength of motivation
• The perceived nature of the barrier or blocking
  agent
• The personality characteristics of the individual

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Ways managers can reduce potential frustrations

• Effective recruitment, selection socialisation
• Training development
• Job design work organisation
• Equitable personnel policies

• Recognition rewards
• Effective communications
• Participative styles of management
• Attempting to understand the individuals
  perception of the situation