1. POA Role Play – conflict Case study on conflict
Exercise on What is your style of conflict handling or management

2. “The whole business starts with ideas, and we’re convinced that ideas come out of an environment of supportive conflict, which is synonymous with appropriate friction.” Michael Eisner -CEO and Chairman of Disney

3. 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 don’t 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

4. 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

5. 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

6. Transitions in Conflict Thought (cont’d)
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.

7. 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

8. 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

9. Functional versus Dysfunctional Conflict
Conflict that supports the goals of the group and improves its performance.
Dysfunctional Conflict
Conflict that hinders group performance.

10. The Conflict Process
E X H I B I T 14–1

11. 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

12. Stage II: Cognition and Personalization
Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Conflict Definition
Positive Feelings
Negative Emotions

13. Stage III: Intentions Intentions Decisions to act in a given way.
Cooperativeness:
Attempting to satisfy the other party’s concerns.
Assertiveness:
Attempting to satisfy one’s own concerns.

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

15. 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

16. Dysfunctional Outcomes from Conflict
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

17. 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

18. Individual B’s Outcome
Conflict outcomes
Win
Win-win
Win-lose
Individual A’s Outcome
Lose-lose
Lose-win
Lose
Lose Win
Individual B’s Outcome

19. Accommodating
The willingness of one party in a conflict to place the opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is willing to give up something.

20. Dimensions of Conflict-Handling Intentions

21. Conflict Management Techniques
Conflict Resolution Techniques
Communication
Bringing in outsiders
Restructuring the organization
Appointing a devil’s advocate
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 14–4 (cont’d)

22. 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

23. 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

24. Maier & Ellen describe frustration
An insoluble problem
Pressure from behind
Barriers preventing escape
Consistency or inconsistency of results

25. A basic model of frustration
Figure 12.3

26. 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

27. 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 individual’s perception of the situation