CONFLICT PROCESS CONFLICT HANDLING WHAT IS CONFLICT Conflict

CONFLICT PROCESS & CONFLICT HANDLING

WHAT IS CONFLICT? Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Substantive Conflict Emotional Conflict

IMPORTANT FACTORS IN CONFLICT Disagreement Parties involved Perceived Threat Needs, interests, concern

CONFLICT MUST BE PERCEIVED TO EXIST! Objective Condition Perceived Conflict No Conflict Open Conflict False Conflict No Conflict Latent Conflict No Conflict

PERCEPTUAL FILTERS Culture, race & ethnicity Gender&Sexuality Knowledge (General & Situational) Impression of the messenger Previous experiences

DIFFERENT VIEWS OF CONFLICT Traditional View Human Relations View Interactionist View Functional Conflict Dysfunctional Conflict

DYSFUNCTIONAL CONFLICT Task Conflict; relates to the content and goals of the work Relationship Conflict; focuses on interpersonal relationship. Process Conflict ; relates to how the work gets done.

CONFLICT&UNIT PERFORMANCE

FORMS OF CONFLICT INTERNAL: The conflict a person has with themselves. PERSONAL: This is between the person and his closest people. . SOCIAL: Social Conflict is between the doctor and his patient.

Sources of Conflict • Economic conflict involves competing motives to attain scarce resources. • Value conflict involves incompatibility in ways of life, ideologies – the preferences. • Power conflict occurs when each party wishes to maintain or maximize the amount of influence.

FORMS OF CONFLICT IN THE ORGANİZATION Individual Conflict Interpersonal Conflict Intergroup Organisational Conflicts

Sources of Interpersonal Conflict Personality Clashes • Not everyone feels, thinks or acts alike. Threats to status: • Status or the social rank of a person in a group, is very important to many individuals. Lack of trust: • Every continuing relationship requires some degree of trust—the capacity to depend on each other’s word and actions.

Sources of Intergroup Conflict Interdependencies and shared resources Departments who are in competition for these scarce resources may come into conflict Ambiguity Conflict can also arise where there is ambiguity regarding Intergroup differences Within an organisation there are set resources that departments must compete for to initiate more

Levels of Conflict LEVEL 1: LEVEL 2: LEVEL 3: LEVEL 4: LEVEL 5: Problem to Solve Disagreement Contest Fight / Flight Intractable

The Conflict Process

The Conflict Process • Stage 1 – Potential Opposition • Factors are present that can lead to conflict – Communication – Structure – Personal variables

The Conflict Process • Stage 2 – Cognition and Personalization • Awareness of conditions in stage 1 • The conditions cause some sort of frustration

STAGE III: INTENTIONS Assertive Competing Collaborating Compromising Avoiding Accommodating Unassertive Uncooperative Cooperative

STAGE IV: BEHAVIOR Verbal, written, even physical attacks

STAGE V: OUTCOMES The Effects on Relationships Within groups Increased group cohesiveness Emphasis on loyalty Rise in autocratic leadership Focus on activity

STAGE V: OUTCOMES Between groups “we-they” attitudes Distorted perceptions Decreased communication

CONFLICT MANAGEMENT Conflict Resolution Conflict Stimulation

CONFLICT MANAGEMENT Resolving Conflict Develop superordinate goals Expanding the supply of critical resources Clarify existing relationships Modify existing relationships Decoupling Mechanisms Slack resources Self-contained task

CONFLICT MANAGEMENT Resolving Conflict Power Challenger disaster

CONFLICT MANAGEMENT Conflict Stimulation Bringing outside individuals into the group Altering the organization’s structure Stimulating competiton Programmed conflict Devil’s advocacy

Prepared by: Ø Tuğba Demirtaş Ø Levent Doğancı Ø Duygu Özdemir Thank You. . .