Professional Documents
Culture Documents
• CONSULTATION
• SKILL BUILDING
Nature of conflict
• Conflict is always possible when more
than one person is involved in any activity.
• Potential for conflict is always present
• Occurs in every normal human
relationship
REASONS OF CONFLICT
MANAGEMENT
• Change
• Different communication styles
• Mismatched goals, mismatched
expectations, and mismatched values
• Limited resources
PROCESS OF CONFLICT
MANAGEMENT
• Conflicts arises due to extreme power
imbalance, social injustice, or structural
violence where people find it difficult to
satisfy their basic human needs
• LEVELS OF CONFLICT
– Internal
– Interpersonal
– Institutional
Internal
• Torn between two competing choices, or
sides
• Feel conflicting emotions in viewing an
issue, or a group
• Can see valid arguments in support of
both views
Interpersonal
• Disagreement or distrust develops
between two or more individuals
• Leads to coolness and tensions in the
relationships
• If unresolved, interpersonal conflict almost
inevitably spreads among other members
of group
• Awareness of self and awareness of
others is critical.
Institutional
• Involves conflict between groups
• Groups may be formal or informal
• Sometimes groups are organized for the
specific purpose of engaging in conflict
and other groups are organized to counter
those efforts.
• Usually find competing groups are well-
intentioned, firmly convinced of rightness
of their positions
FORMS OF CONFLICT
• Latent
• Overt
Latent
• Core
– Involves the basic things that the conflict is
about – the incompatible interests, unmet
needs, fundamental value differences
• Complicating factors
– Extra issues and problems that occur as the
conflict goes on that; makes dealing with the
core conflict more difficult
Five Myths about Conflict
• AVOIDING
• ACCOMMODATING
• COMPETING
• COMPROMISING
• COLLABORATING
AVOIDING
Handbook of Industrial
and Organizational Psychology
COMPETING
Handbook of Industrial
and Organizational Psychology
ACCOMODATING
Handbook of Industrial
and Organizational Psychology
AVOIDING
Handbook of Industrial
and Organizational Psychology
COMPROMISING
Handbook of Industrial
and Organizational Psychology
COLLABORATING
Handbook of Industrial
and Organizational Psychology
Handbook of Industrial
and Organizational Psychology
Conflict resolution implies solving, or closure
Where as
• Awareness of others
YES NO
Is It Working?
Don’t Mess With It!
YES Did You Mess
With It?
You IDIOT!
NO
NO
NO NO
Can You Blame
Hide It! Someone Else? Look The Other Way!
YES
NO PROBLEM!