1. Conflict Defined!
a disagreement where parties involved perceive a threat to something that the first party cares about.
Involves perception.
'clash of interests, values, actions, views or directions.'

2. How the changing views come about
- people try to meet economic needs at work
- no conflict exists between individual and organizational objectives
people act rationally for self interest
- we act alone to satisfy individual needs
ASSUMPTIONS!
motivated by many needs
not always logical
management requires effective social skills, not just technical skills
job satisfaction will lead to higher job productivity
Human
Relations
Traditional
Make shorter abit

3. The 3 Changing views of Conflict
Traditional
Bad, caused by trouble makers
Should be avoided or suppressed
Human Relations
Natural, inevitable
Cannot eliminate, may contribute to group performance
Interactionist
A positive force and essential to performance effectively. Can be functional or dysfunctional.
An atmosphere of tension is essential in any organization

4. Some Potential Causes of Conflict
- Specialization
- Interdependence
- Common Resources
Authority
- Relationships
- Status Inconsistencies
- Jurisdictional
- Conflict management style
- Perception
- Values and Ethics
Emotions
- Communication barriers
-Cultural Differences
Personal
Structural

5. Conflict Process
Transformation of conflict space into opposing interests
Involves the choice to perceive opposing interest
Results in conflict behaviour
Balance of power
Disruption of expectations

6. Functional & Dysfunctional Conflict
Functional – produces a productive force
Dysfunctional – hinders group performance
Improves quality of decision
Oppose goals of conflict
stimulate members of the organization to increase their knowledge and skills 
Less motivation by group members, time consuming
Increases contribution to organizational innovation and productivity.
Upsets personal psychological functioning
Creates environment for self-evaluation and change
Poor quality of decision
Upsets psychological functioning
Give e.g. of how to identify

7. Why is conflict necessary?
Being aware of existing problems
Relieves minor tensions
Clears air of unexpressed resentments
Catalyst for positive change
Medium for problem-solving
Facilitates group cohesiveness
Better decisions made

8. Types of Conflict Task Over contents and goals of work
Differences in viewpoints
Effective decision making
Psychological
Inside the person
Relationship
Interpersonal relationship
Interpersonal differences
Poor decision making
Process
Delegate resources

9. Identifying Work place Conflict, Causes
A specific type of conflict that occurs in workplace
Personality or style differences and personal problems
Organizational causes: leadership, management, budget, and disagreement about core values can also contribute
Avoid authority- and domain-related disputes,
improve policies, procedures and rules,
re-apportioning existing resources or adding new,
altering communications
Causes
Solutions

10. Possible outcomes of a conflict
Win-Win
Both parties needs are met
Ends up happy
Win- Lose
Only 1 winner and 1 loser
Traditional perception
Lose-Lose
Neither party benefits
Ends up unhappy
THE IMPLICATION ……
VERY IMPORTANT!

11. How to behave during a conflict
Focus
Knowing what the individual wants
Identify the best outcome
Needs
Asking what the other party wants (never assume)
Anticipate the person’s response
Listen
Let him feel you care
Acknowledge differences and seek suggestions
HIM
Address the other party’s interest first.
Explain benefits and begin and end with positive words

12. Appropriate Conflict Management Strategies
Conflict Resolution – process of attempting to resolve a conflict
Accommodate
Avoid
Compete
Compromise

13. Appropriate Conflict Management Strategies
Conflict Stimulation – creating and increasing of conflicts
Communication
Bringing in the outsiders
Restructuring the organisation
Appointing a devil’s advocate

14. The 5 conflict management styles
Avoid
Compromise
Accommodate
Collaborating
Competing

15. Kare Anderson’s Model for Conflict Resolution
STEP 1
Tell yourself your main needs.
STEP 2
Reach out to find the other person’s main needs.
THE ROUND TRIP
STEP 4
Propose a solution that supports their main needs and yours as well.
STEP 3
Listen to the other person.

16. Conflict Check List It’s time to take some action!
Step 5: Managing emotions
Step 6: Willingness to resolve
Step 7: Mapping the conflict
Step 8: Mediation
Step 9: Broadening perspectives
Step 1: Win/win
Step 2: Creative response
Step 3: Empathy
Step 4: Appropriate assertiveness

17. Conclusion of Conflict as a Group
- Inevitable
- Learn to address our differences and needs
- work together as a group to solve all difficulties
- Each person should have a role to play instead of waiting for leader to assign task
- Confident positive outcomes if conflict is constructively managed
- Improve self-awareness
- Strengthen relationship

18. Summary/ Learning Points
- Conflict can occur due to different goals and expectations
- Necessary for better decisions
- Optimal level of conflict can result in high performance
- Increased group performance
- Types of outcome; win-win is the best situation.
- Resolving and stimulating conflict lead to desired level of conflict.
- The appropriate conflict management techniques

19. APA Style Citation
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20. APA Style Citation
GreenSpring Educational Institute. (n.d) Programs. Retrieved 16 January from,
Free Management Library. Authenticity Consulting, LLC. (1997). Basics of Conflict Management. Retrieved 16 January 2007 from,
CNET Networks, Inc. (2007). Using Conflict in Organizations. Retrieved 16 January from,
(2007) BusinessDictionary.com. Retrieved 16 January 2007 from,
Wikimedia Foundation Inc. (n.d.). Workplace Conflict.
Retrieved 16 January 2008 from, .

21. APA Style Citation Wikimedia Foundation Inc. (n.d.). Conflict
Retrieved 16 January 2008 from,
Wikimedia Foundation Inc. (n.d.). Conflict Management.
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Natural Resources Management and Environment Department. (1997). Session5 Conflict Management. Retrieved 16 January 2007 from,
Professor Edward G. Wertheim. (n.d). Historical background of Organizational Behaviour. Retrieved 16 January 2007 from,