Page 11 - DMGT519_Conflict Management and Negotiation Skills

Unit 1: Conflict

Taking these points, let us define conflict as a process where one party perceives that another Notes
party has adversely affected or has tried to affect adversely something that the first party values.
This definition is quite broad and can explain all the interpersonal, intergroup, and inter
organizational conflicts. For example, conflicts of egos between two colleagues can be explained
in terms of the process where Colleague A values his self respect. Colleague B says something
which is derogatory for A, then A perceives that B has adversely affected (by derogatory remarks)
something that the first party values (Ego/self respect). Similarly, inter group situation, if
another colleague from different department has persuaded the CEO to divert the portion of
budget from your department to his conflict situation arises. In this situation the act of persuading
the CEO divert the portion of the budget of your department (which you valued) is an adverse
action leading to conflict. Similarly, organizational and societal conflicts can also be explained.

Thus, we can say that fighting, hostility & controversy, all of which can be called conflict, are
nearly everyday fare for individuals & groups, although they are not always evident. It is an
absolutely predictable social phenomenon and it should be channeled to useful purpose.
 Conflict is universal.
 Conflict is inevitable.

 Conflict is normal in our life.
 Conflict can not be totally eliminated.
 All conflicts can be managed/resolved.
 Unresolved conflicts do not disappear by themselves.
 There can be harmony in conflict—The Gita.

Conflict is an expression of hostility, negative attitude, rivalry, disagreement, incompatibility,
incongruence etc. It is manifested in a fight, collusion, a struggle, a contest, an opposition, a
mental strife, an agony, etc. Further, it is manifested in shouting, insulting, cursing, humiliating,
making accusations, sulking, shedding tears, withdrawal, physical violence, avoidance, taking
revenge, back-stabbing, etc.
Conflict management consists of diagnostic processes, interpersonal styles, negotiation of
strategies, and other interventions that are designed to avoid unnecessary conflict and reduce or
resolve excessive conflict. The ability to understand and correctly diagnose conflict is essential
to managing it. Thus, we can say that conflict is an absolutely predictable social phenomenon
and it should be channeled to useful purpose.

1.2.1 Perception of Conflict

1. There have been different perception over the role of conflict.
2. Traditional view: Conflicts are considered bad and required to be avoided.

3. Human Relations view: Conflicts are bound to be there and management should always
be concerned with avoiding conflicts.
4. Interactionist view (Modern view): Leader should allow some conflicts to happen in the
group so that the group always remain viable- self-critical and creative.

The Traditional View

According to the traditional view, conflict, by definition, was harmful and was to be avoided.
This view was consistent with the attitudes that prevailed about human behaviour in the 1930s

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