Presented by:

Shwetha .P Nayan .J Sanjotha.H Suvarna. Ashwini .S Murudeshwar.M

Definition of conflict
Cognitive conflict Affective conflict

Functional and dysfunctional conflict Consequences of dysfunctional intergroup conflict

A. The changes within groups 1. Increased group cohesiveness 2. Emphasis on loyalty 3. Rise in Autocratic leadership 4. Focus on activity B. Changes between groups 1. Distorted perceptions 2. Negative stereotyping 3. Decreased communication

 Types of conflict
1. Task conflict 2. Relationship conflict 3. Process conflict

Process of conflict Stages of conflict

Functional conflict Latent conflict

Perceived conflict

Felt conflict

Manifest conflict
Dysfunctional conflict

Levels of conflict
1. Intra-individual conflict

a. Role conflict and ambiguity

i. Intra-sender role conflict

ii.

Inter sender role conflict

iii. Person role conflict iv. Role overload

b) Goal conflict i. Approach approach conflict

ii. Approach Avoidance conflict Approach avoidance conflict that are more pervasive difficult to resolve

i.
ii. iii. iv.

Independence v/s dependence

Cooperation v/s competition Avoidance avoidance conflict Multiple approach avoidance conflict

2. Inter personal/inter individual conflict Sources of inter personal conflict

i. Informational factors ii. Difference in perceptions iii. Difference in value system iv. Scarcity of resources v. Difference in status vi. Divergent roles

1. Inter-individual conflict 2. Intra-group conflict 3. Inter-group conflict

Pooled inter dependence

Sequential inter dependence Reciprocal inter dependence

1. Pooled inter dependence

Task

Team 1

Team 2

Team 3

2. Sequential inter dependence

Team 1

Team 2

Team 3

3. Reciprocal inter dependence

Team 1 Team 2

Team 4

Team 3

2. Task ambiguity 3. Goal incompatibility

4. Competition for limited resources 5. Competitive reward systems 6. Line and staff 7. Intra personal and inter personal conflict

Conflict management techniques

Conflict resolution techniques 1. 2. 3. 4. 5. 6. 7. 8. Problem solving Super ordinate goals Expansion of resource Avoidance Smoothing Compromise Authoritative command Altering the structural variable

Conflict management styles

1. Competition (Assertive and un cooperative)

2. Collaboration (Assertive and cooperative)

3. Compromise (Midrange on both assertiveness and
cooperativeness)

4. Avoidance (unassertive and uncooperative) 5. Accommodation (Unassertive and cooperation)

Using two dimensions

a. Cooperativeness (degree to which one party attempts to satisfy other parties
concern)

b. Assertiveness (Degree to which one party attempts to satisfy his or her own
concerns)

Assertive

Competing

Collaborating

Compromising

Unassertive

Avoidance Uncooperative

Accommodating Cooperative

1. Competing
2. Collaborating

3. Avoiding
4. Accommodation

5. Compromising

Conflict resolution
Example: How Japanese and Americans differ

Japanese

American

1. Resolution perspective

involves

long

term 1. Time is money, win-lose approach

2. Emotional sensitivity not highly valued

2. Cooperation based on team spirit

3. Disagreement with superior often, but 3. Profit motive or good of individual ultimate polite aim

4. Disputes settled through confidence and 4. Decision made on cost benefit basis, face trust saving not always important
5. Takes time, process is important win-win approach 6. Emotional sensitivity highly valued 5. Short term perspective 6. Spirit of competition and rivalry

7. Good of group is ultimate aim

7. Disagreement with superior seldom, but violent

8. Face saving crucial decisions often 8. Disputes settled through contacts and made to save someone from bringing attrition embarrassment

(Transaction analysis, frustration model, win-win, win lose approach)