2. Handling Conflict and Stress
CHAPTER 16
Handling Conflict and Stress

3. What is Conflict?
Conflict is a condition that results when one party feels that some concern of that party has been frustrated or is about to be frustrated by a second party
Conflict generally passes through several stages:
Latent conflict: conditions exist but have not been recognized
Perceived conflict: basic conditions are recognized by one or both parties
Felt conflict: tensions build but the conflict is still not in the open
Manifest conflict: existence of the conflict becomes obvious to parties not involved
Conflict aftermath: conflict is stopped by some method and new conditions are established

4. Positive and Negative Aspects of Conflict
Managers spend at least 20% of their time dealing with conflict
Negative aspects of conflict are generally obvious:
It diverts time, energy, and money away from the organization’s goals
The situation can turn into continuous conflict
It may cause employees to leave
It can adversely affect the health of the involved parties
It can lead to sabotage, stealing, lying, distortion of information

5. Positive and Negative Aspects of Conflict
When properly managed, conflict can have very useful benefits
1. It usually causes changes
2. It activates people
3. It is a form of communication
4. It can be healthy in that it relieves pent-up emotions and feelings
5. It can be educational in that the participants often learn about themselves and the other people involved
6. The aftermath of conflict can be a stronger and better work environment

6. Types of Conflict in Organizations
Intrapersonal conflict: this conflict is internal to the individual. It can exist when barriers exist between an individual’s drives and the achievement of their goals
a. Frustration occurs when people feel that something is stopping them from achieving their goals
b. Goal conflict occurs when an individual has a goal with both positive and negative aspects or has conflicting goals
c. Supervisors can help only if they know when and why the conflict is occurring

7. Types of Conflict in Organizations
Interpersonal conflict: this conflict is between two supervisors, between two of a supervisor’s employees, between the supervisor and the boss, or between the supervisor and a subordinate. It can have various sources:
Opposing personalities
Prejudices
Jealousy and envy

8. Types of Conflict in Organizations
Structural conflict: this conflict results from the nature of the organization structure and the outlook of the various departments, independent of the personalities involved
Differing goals
Mutual dependence of departments
Unequal dependence of departments
Role dissatisfaction
Ambiguities
Competition
Dependence on common barriers
Communication barriers

9. Types of Conflict in Organizations
Political conflict: unlike the previous types of conflict, this is usually planned
It results from the promotion of self-interest on the part of an individual or group
It is often encouraged by the reward structure of many organizations
It can have positive results if properly managed, but more often becomes unfair and severely negative

10. Managing Conflict Intrapersonal conflict:
1. It is difficult for the supervisor to analyze
2. The supervisor should normally refer the employee to the company’s employee assistance program for advice
3. If the employee’s work is being affected, the supervisor must take some action

11. Managing Conflict Strategies for dealing with interpersonal conflict:
Compromise: effective when it benefits both parties
Smoothing over the conflict: pretending it does not exist rarely leads to long-term solutions
Withdrawing: does not address the underlying cause and usually provides the basis for future conflict
Forcing the conflict to a solution: found to be the least effective method and it can sow seeds for future conflict
Confrontation: proven to be the most effective and lasting method for resolving conflict

12. Conflict and Diversity
Organizational Diplomacy
Proactive
Reactive

13. Managing Stress
Stress is an arousal of mind and body in response to real or perceived demands or threats.
Types of job related stress:
Task stress
Role stress
Human environmental stress
Physical environmental stress
Social stress
Burnout—Burnout can be formally defined as a state of physical, emotional, and mental exhaustion by long-term involvement in situations that are emotionally demanding. It occurs when an employee loses interest in and motivation for doing the job.

14. Managing Stress
Workaholism is working to the exclusion of everything else in one’s life
Organizational guidelines for managing stress
Shortening hours of direct contact with customers
Granting special leaves (sabbatical programs)
Introducing early retirement programs
Installing on-site exercise facilities
Actively involving employees in decision making
Fulfilling the realistic expectations of employees
Clearly defining employee jobs
Introducing changes drastically

15. Managing Stress Personal guidelines for managing stress
Pay attention to the physical needs of exercise, diet, and rest
Do not create artificial deadlines
Pace yourself
Inject a change into your routine
Periodically perform an emotional audit
Share persistent problems with others
Learn to relax away from the job
Get away for lunch
Drink lots of water
Utilize your mental and spiritual resources

16. Managing Stress The Family and Medical Leave Act of 1993
Purpose is to reduce stress among employees who are experiencing certain changes in their lives applies to employers of 50 or more employees for 20 or more workweeks
Grants up to 12 weeks of unpaid leave for the birth, adoption, or foster placement of a child; the care of a seriously ill child or parent; or a serious personal illness that prevents an employee from performing their job