Page 19 - DMGT519_Conflict Management and Negotiation Skills

Unit 1: Conflict

common goals upon which groups can agree and to re-establish valid communication Notes
between the groups. The mutual dependence of groups can be brought through the super-
ordinate goals because these goals are of high value to the group. Super-ordinate goals are
those that take precedence over other goals that may separate the conflicting parties.
Group conflict can also be reduced through the use of incentive systems designed to
reward the activities that benefit the larger system, as opposed to those which are primarily
in the interest of sub-units.
2. Reduction in Interdependence: The main reason for inter-group conflict is inter-dependence
among them e.g. line and staff managers. As such, less the interdependence, less will be
the amount of conflict among them. In organisations, such interdependence cannot be
altogether avoided. However, instead of separating the units organisationally, they can
be separated physically. Although the physical separation is not a permanent measure of
managing conflict.

3. Reduction in Shared Resources: Another reason of inter-group conflict is sharing of the
scarce resources by the groups. The management of conflict suggests reducing the sharing.
One technique for this can be increasing the resources, so that each unit is independent in
using them. But as the resources are scarce, they cannot always be increased. Thus, the best
possible alternative is optimum allocation of the scarce resources.
4. Trust and Communication: The greater the trust among the members of the unit, the more
open and honest the communication will be. Individuals and groups should be encouraged
to communicate openly with each other, so that misunderstandings can be removed and
they understand the problems of each other when necessary.
5. Co-ordination: After communication, the next step should be proper co-ordination.
Properly coordinated activities reduce the conflict. Wherever there are problems in
coordination, a special liaison office should be established to deal with these problems.
6. Exchange of Personnel: Another method of reducing and managing conflict is that personnel
of conflicting groups may be exchanged for a specified period. Exchange of people is very
similar to role reversal. It is aimed at greater understanding between people by forcing
each to present and defend the other’s position.
7. Use of Superior Authority: If conflict cannot be resolved by two organizational members
or by two groups, it may be referred to a common superior, who will resolve the conflict
by giving a decision. Such a decision may not necessarily bring agreement, but it will
usually be accepted because of the recognized authority of high ranking official.
8. Reorganization of Groups: A manager can prevent the occurrence of many conflicts by
reorganising the groups. People who have got something in common will be placed in
one group. This will help them to see things in the same perspective, to have common
interest and objective and to approach problems in much the same way. The behaviour of
such groups is more predictable and it is easy for the manager to avoid conflicts.
9. Expanding Resources: This conflict resolution technique is so simple that it may be
overlooked. If the conflict’s source is common or scarce resources, providing more
resources may be a solution. Of course, managers working with tight budgets may not
have the luxury of obtaining additional resources. Nevertheless, it is a technique to be
considered.
10. Changing Personnel: Sometimes a conflict is prolonged and severe efforts at resolution
fail. In such cases, it may be appropriate to change concerned personnel. Transferring or
firing an individual may be the best solution, but is recommended only after due process.

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