Page 29 - DMGT519_Conflict Management and Negotiation Skills

Unit 2: Nature of Conflict

5. The ............................. relations view dominated the conflict theory from late 1940s through Notes
mid-1970s.
6. The Conflict ................................. can be a useful gauge in assessing how and why we interact
with others in a certain way
7. ......................... parties to a conflict are often able to see the super ordinate purpose and use
creative problem-solving processes keeping that super ordinate purpose constantly in
view.

2.2 Change Leading to Conflict

If change happens, can conflict be far behind? In implementing any change intervention, like OD
or PFM, an essential prerequisite for success if the organization’s proficiency in managing
differences or conflict. Organizational change and conflict have a cyclical effect to reinforce each
other, as follows:

Figure 2.1: Conflict, Change, Performance and Development
Change Managed
Internal Change

Forces Management Change Task Performance
Strategies

Causing Leading to
Conflict

External Management Conflict Human Resource

forces Conflict Strategies Resolution Development
Conflict, change and development are thus closely inter-linked. Any one of these can be the

point of departure, and before long the other two will be there. It is common experience that
some people welcome a particular change, while others feel threatened by it. A conflict has been
set up-subtle, or open. If this discourages the organization from undertaking development, it
would, in all probably, give rise to worse conflicts. As such, conflicts that are considered
legitimate and generate desired change, must be preferred to those that bring about dysfunction.
This needs to be stated explicitly because:
1. There is certain hollowness prevalent around conflict. Those engaged in conflict often
deny its existence.
2. Conflict carries a negative connotation and those engaging in conflict experience a sense
of guilt. There is no cause for guilt where the conflict is functional and legitimate.

3. Those engaging in conflict believe, almost like a victim, that they are doing so as a last
resort, having tried various stratagems, and failed. Conflicts, in aid of development, must
be faced boldly, deliberately and as a preferred choice.
4. Conflict is not necessarily violent and unnecessary. Sometimes, evading conflict in the
right time ad manner may lead to violence and waste, while bringing the issues in conflict
to surface can avert these.
5. Often, conflicts hold opportunities for developmental interventions to be initiated.

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