The Nature of Conflict

Introduction• Conflict is a relationship.• It occurs between at least two

persons, groups, organizations, or nations.

• During conflict situations, disagreements remain unsettled and relationships are strained. Emotions are high and tension increases. Emotions also cloud the judgment of the protagonists.

Introduction (cont’d)

• Conflicting parties generally find themselves in disagreement over one or more of four areas:– Facts. The present situation or problem.– Goals. What should be done or accomplished.–Methods. The best way to accomplish the

goals.– Values. Principles, qualities, and concepts

about what is desirable in the long term that influence judgment and perception about facts, goals, and methods.

Two Views of Conflict

• These views of conflict have evolved over time.

• One is the classical view. Traditionally, conflict has been viewed as dysfunctional and unnecessary.

• More recently, another approach has emerged – the contemporary view. In this view, conflict is seen as inevitable.

Two Views of Conflict (cont’d)

Underlying Assumptions about Conflict

Classical View Contemporary View1. Conflict is avoidable. 1. Conflict is inevitable.

2. Conflict is caused by management errors in designing and managing organizations.

2. Conflict arises from conditions which are inherent in organizations: competition for limited rewards, goal differences, and so on.

Two Views of Conflict (cont’d)

Underlying Assumptions about Conflict

Classical View Contemporary View3. Conflict results from breakdown in communication and lack of trust and understanding between individuals and between groups.

3. Conflict results from individual and group differences such as those in education, training, and experience.

4. Conflict disrupts operations and prevents optimal performance.

4. Conflict enhances and inhibits organizational performance in varying degrees.

Two Views of Conflict (cont’d)

Underlying Assumptions about Conflict

Classical View Contemporary View5. Optimal organizational performance requires the removal of conflict.

5. Optimal organizational requires a moderate level of conflict.

With these assumptions, the task of management is to eliminate conflict.

With these assumptions, the task of management is to manage the level of conflict and its resolution for optimal performance.

Conflict Outcomes• Conflict can have both destructive and

constructive outcomes for the organization.

• James A. F. Stoner suggests that the net impact of conflict on organizational performance depends on three factors:– The Level of Conflict. Neither too much nor too

little conflict is good for the organization.– Organizational Structure and Climate. The

flexibility of organizational structure and climate also determines the conflict outcome.

Conflict Outcomes (cont’d)

– How Conflict is Managed. A manager’s skill in conflict diagnosis and management will largely influence which outcome eventually occurs. The skills include the following:a) The ability to diagnose the nature and sources

of the conflict.b) The ability to initiate confrontation and

discussion with the conflicting parties.c) The ability to engage in active listening so as

to hear all points of view.d) The ability to choose the right approach

toward conflict resolution.

Benefits of Conflict1. Development of Energy and Enthusiasm.

Conflict is energizing. Faced with opposition, people seek new and higher levels of achievement.

2. Diagnostic Value. Conflict has diagnostic value. Conflict provides a means for early detection of problems before they get out of hand.

3. Generation of New and Creative Solutions. Conflict triggers a search for new and creative solutions to problems.

Costs of Conflict1. Tension and Anxiety. Conflict induces tension

and anxiety. When protagonists try to outdo each other, there is always the possibility of losing.

2. Real Causes may be Overlooked or Ignored. While conflict reflects symptoms, there is risk that the underlying causes may be glossed over.

3. Rigidity in Position. People in dispute may become more rigid in holding on to their positions rather than become more flexible.

Costs of Conflict (cont’d)

4. Decline in Cooperation and Teamwork. Conflict can dull the need for cooperation and teamwork with other parties. Instead, the protagonists may concentrate on defacing the other party.

5. Loss of Self-esteem. Conflict can result in loss of self-esteem. This is true when results do not quite measure up to expectations.

Sources of Intergroup Conflict

Dimensions of Interdepartmental Relationships

• Differences in Goals• Task Interdependence

• Resource Interdependence• Incentive & Reward System

• Task Ambiguity• Differences in Personal

Background & Traits• Differences in Power & Status

Environmental

Technology

Intergroup

Conflict

Conflict Resolution Strategies

1. Use of Authority. An executive may opt to impose a solution to resolve or suppress conflict by invoking higher authority.

2. Avoidance. To resolve a conflict, a manager may choose to separate the contending parties away from each other.

3. Smoothing. Smoothing over the conflict is another method that can be used by the manager.

Conflict Resolution Strategies (cont’d)

5. Compromising. Conflict may be resolved through face-to-face negotiations between the protagonists.

6. Problem Solving. In the problem-solving approach, the protagonists meet to discuss problems and issues related to the conflict.

7. Third-party Mediation. A third-party consultant is invited to mediate the conflict.

8. Intergroup Training. Intergroup training as a means of resolving conflicts ahs gained prominence over the years.

Conflict Prevention Strategies

1. Emphasis on Total Organizational Effectiveness. This should be stressed so that departmental goals do not become the only ones to be pursued.

2. Communication Among Groups. This could prevent misperceptions about the intentions, skills, and traits of other groups.

3. Rotation of Members. This promotes mutual understanding.

4. Avoiding Win-Lose Situations. Ultimately, this will only force one group to be the loser.

The Nature of Stress

Introduction• Stress is a physiological and psychological

agent that affects the individual to react to certain changes.

• It can cause undue anxiety, fear, trauma, and tension, or it can be growth search.

• Therefore, stress could neither be friend or foe.

• For many, however, stress denotes “demands that ‘tax’” a system (physiological, social or psychological) and its responses.

Physical & Psychological Bases of Stress

• When an individual is barraged by an external stimulus for which he may not be prepared like a speeding car that almost hits him or when a sinister figure is running after him in a dark street, the body reacts.

• Dramatic physiological changes take. Adrenalin that is released from the adrenal glands increases bodily functions.

• Blood pressure rises, heart rate increases and extra sugar is released into the blood stream.

Physical & Psychological Bases of Stress (cont’d)

• The increased circulation of the blood brings additional energy to the brain and muscles, making the person stronger and more alert so that he can cope with the sudden emergency.

• More stressful situations like this incident drain off one’s energy.

Symptoms of Stress• It is important to mention the different symptoms

of stress so that individuals will know when the stressors begin to harmfully affect their behavior and job performance. Some of these symptoms are:

–digestive problems–high blood

pressure–nervousness–tension–chronic worry–feelings of inability

to cope–emotional

instability

–excessive use of alcohol

–drugs–smoking–problems with

sleep (insomnia)–uncooperative

attitude–inability to relax

Cultural Aspects of Stress

• In some cultures, stress-producing situations abound.

• A race life speed, quick and short personal and family ties, unfulfilled material-centered aspirations, unsupportive work environment are conditions that induce worry frustration and tension.

• Psychological and mental wealth fall below economic wealth which is predominating value in such cultures.

• On the other hand, living in highly congested areas with scanty or undelivered social services also leads individuals to stressful conditions.

Cultural Aspects of Stress (cont’d)

• Stresses are more frequent and even impervious in highly developed countries than in developing areas.

• They are more stark and apparent in urban areas than in the rural areas.

• This phenomenon is expected and highly apparent in many countries.

Stressful Occupations

• Certain occupations are more stress producing than others.

• According to Reltz, “… Jobs whose occupants must make important decisions under uncertainty, jobs in which employee skills, no matter how high, are insufficient to the task, and jobs in which the occupant has little control are likely to produce high levels of stress”.

• He gives examples of workers under these classifications as culled from research.

Stressful Occupations (cont’d)

• Among non-managerial jobs, the health care professions claim 4 places among the 10 jobs having the highest incidence of stress disorders.

–Health technicians

–Waitresses–Practical nurses–Assembly line

operators–Musicians

–Public relations officer

–Clinical laboratory technicians

–Dishwashers–Warehouses–Nurses’ aides

Stressful Occupations (cont’d)

• The combination of significant results, environmental uncertainties and dependence on outside factors like people or machines seems to be a consistent stress-producer.

• Persons in managerial positions and in the health care professions are more likely to exhibit symptoms of stress than those in less uncertain or dependent occupations.

Stressful Occupations (cont’d)

• Research by the National Institute for Occupational Safety and Health (NIOSH) ranked 130 occupations in terms of the level of stress they generate and come out with a list of 12 jobs with highest levels of stress:

1.Laborer2.Secretary3.Inspector4.Clinical lab

technician5.Office manager6.First-line

supervisor

7.Manager/ Administrator

8.Waitress/ waiter9.Machine operator10.Farm worker11.Miner12.Painter

Stages of Stress Management

1. Stressor: can be anything from an exam, misplacing keys, financial issues, relationship issues, etc.

2. Perception: If you misplace your keys, do you start worrying that you’ll miss your class/ bus? Are you able to look at the situation differently? Do you even care that you misplaced your keys?

3. Body’s reaction: Does your body become tenser? Do you get a headache? Do you become irritable?

Stages of Stress management (cont’d)

• Because individuals are unique, a stressor for one person may not be a stressor for another.

• The degree of stress a person feels depends on their interpretation of how challenging or unpleasant the event seems.

Attributes for Stress Management

1. Individualized: What works for you at managing your stress may not work for your friend so, you have to find what will work for you.

2. Positive & Rewarding: How you manage your stress needs to be positive and rewarding to you, not your friend, advisor, partner, etc… YOU.

3. Multidimensional: There are 3 stages… it’s recommended strategies are used for each stage.

4. Flexible: It’s recommended that strategies can be incorporated into your lifestyle and utilized just about anywhere.

Thank Youfor

Watching!