Conflict
Q1: Definition of Conflict.
Q2: Explain the level of conflict. / Conflict can occur
within an employee between
individual or
groups explain.
Q3: Elaborate the sources of conflict.
Q4: Conflict is not all bad. Explain/narrate the productive
and non productive
outcomes/Drawbacks of conflict.
Q5: What are the outcomes of conflict? Illustrate the
resolution strategies of conflict.
Conflict: Conflict
is any situation in which two or more parties feel themselves in opposition;
conflict is an interpersonal process that arises from disagreement over the
goals to attain or the method to be used to accomplish those goals.
Levels of conflict
Conflict can occur within an employee, between individuals
or groups, and across organizations that they compete. Examines role conflict
(different role expectations) and role ambiguity
Intrapersonal: Although most role conflicts occurs when an employee’s
supervisor or peers send conflicting expectations to him or her, it is possible
for intrapersonal role conflict to emerge from within an individual, as a
result of completing roles taken.
Interpersonal conflict: Interpersonal conflicts are a
serious problem to many people because they deeply affect a parson’s emotions.
There is need to protect one’s self-image and self-esteem from damage by
others.
Inter group conflict: Inter group conflict, for
example, between different departments, also cause problems. One a major scale
search conflicts are something like the wars between juvenile gangs. Each group
sets out to undermine the other, gain power and improve its image. Conflicts
arise from such causes as different viewpoints, group loyalties, and
competition for resources. Resources are more limited in ant organization—and
are increasingly tight as organizations struggle to be competitive. Since most
groups feel that they need more than they can secure, the seeds of inter group
conflict exist wherever there are limited resources.
Sources of conflict
Interpersonal conflict arises from a variety of sources
Organizational change: People hold differing views
over the direction to go, the routes to take and their likely success, the
resources to be used, and the probable outcomes. With the pace of
technological, political, and social change increasing and the marketplace
hurtling toward a global economy, organizational changes will be ever-present.
Different set of value: any workplace is made up of
individuals who see the world differently. Conflict occurs when there is a lack
of acceptance and understanding of these differences.
Threats of status: Suggest that status, or the social
rank of a person in a group, is very important is very individuals, When one’s
status is threatened, face saving becomes a powerful driving force as a parson
struggle to maintain a desired image.
Contrasting perception: People perceive things
differently as a result of their prior experiences and expectations. Since
their perceptions are very real to them.
Lack of trust: when one or more individuals within a
work unit are not performing - not working up to potential – and this is not
addressed, conflict is inevitable.
Personality Clashes: all work environments are made
up of differing personalities. Unless colleagues understand and accept each
other’s approach to work and problem-solving, conflict will occur.
Conflict is not all
bad. Explain/narrate the productive and non productive outcomes/Drawbacks of
conflict
Conflict is not all
bad; rather, it may result in either productive or nonproductive outcomes. One
of the benefits produced by conflict is that.
Advantage
- People are stimulated to search for improved approaches that laid to better results.
- It energizes them to be more creative and to experiment with new ideas.
- Another benefit is that once hidden problems are brought to the surface, where they may be confronted and solved.
Disadvantage
- Cooperation and teamwork may deteriorate.
- Distrust may grow among people who need to coordinate their efforts.
- People may feel defeated, while the self image of other with decline and personal stress levels.
4. The motivation level of some employees will
be reduced.
Outcomes of conflict
Conflict may produce four distinct outcomes, depending on
the approaches taken by the people involved. The first quadrant, termed
“lose-lose.” depicts a situation in which a conflict deteriorates to the point
that both parties are worse off than they were before. All extreme example is
the case of an executive who fires the only parson who knows the secret formula
for the organization’s most successful product. The second quadrant is
“lose-win” a situation in which one person is defeated while the other one is
victorious. In quadrant three “win-lose” the situation is reversed, with
B losing to A. The fourth quadrant is the “win-win” outcomes of
conflict, in which both parties perceive that they are in a better position
than they were before the conflict began. This is the perfect outcome to try to
achieve in ongoing relationship, such as with suppliers, customers, and
employees.
|
3
Win-Lose
|
4
Win-win
|
|
1
Lose-Lose
|
2
Lose-win
|
Resolution strategies of conflict
Intentions help participants’ select their strategies. Once
they have been chosen, the strategies implemented will have a substantial
impact on the outcomes rached.
Avoiding: The avoidance strategy seeks to put off
conflict indefinitely. By delaying or ignoring the conflict, the avoider hopes
the problem resolves itself without a confrontation. Those who actively avoid
conflict frequently have low esteem or hold a position of low power. In some
circumstances, avoiding can serve as a profitable conflict management strategy,
such as after the dismissal of a popular but unproductive employee. The hiring
of a more productive replacement for the position soothes much of the conflict.
Smoothing: While the Smoothing strategy also
results in winners and losers, the loser usually chooses his or her fate for
the sake of maintaining harmony. While this may prove to be a workable
short-term solution, the person who gives up their goals may harbor resentment.
More importantly, the underlying conflict still exists.
Forcing: Using power tactics to achieve a win. This
strategy relies on aggressiveness and dominance to achieve personal goals at
the expense of the concern for the other party. The likely result is a win-lose
situation.
Compromising: Not to be mistaken for the Integrating
strategy, compromising results in both parties gaining and losing something.
The focus is less on achieving common ground and more about minimizing
individual losses. It is a short-term solution.
Confronting: Facing the conflict directly
and working it through to a mutually satisfactory regulation. Also known as
problem solving or integrating, this tactic seeks to maximize the achievement
of both party’s goals, resulting in a win-win outcome.
The End