Conflict Management
Table of Contents
- Introduction: Nature of Conflict
- Sources of Conflict
- Types of Conflict
- Functional vs. Dysfunctional Conflict
- Thomas–Kilmann Conflict Management Styles
- Conflict Resolution Techniques
- Negotiation: Distributive & Integrative
- Strategies for Preventing Conflict
- Cultural & Ethical Issues
- Class Activities & FAQs
- References (APA)
1. Introduction: Nature of Conflict
Conflict is a natural and unavoidable part of human interaction. Scholars define conflict as a process in which one party perceives that its interests are opposed or negatively affected by another party (Robbins & Judge, 2020). Because people differ in goals, values, expectations, and communication styles, conflict is a predictable feature of interpersonal and organizational life.
Key Insight: Modern research emphasizes that conflict is not inherently negative. Under the right conditions, conflict can improve decision quality, creativity, and group learning (De Dreu & Beersma, 2005).
2. Sources of Conflict
Conflicts arise from multiple sources. Understanding these sources helps individuals diagnose and resolve issues effectively (Folger, Poole & Stutman, 2017).
| Source | Description |
|---|---|
| Communication | Misunderstandings, poor listening, ambiguous messages (DeVito, 2019). |
| Personal Differences | Personality, values, emotional styles. |
| Role Conflict | Unclear roles, overlapping responsibilities. |
| Structural Causes | Power imbalance, hierarchy, resource scarcity (Robbins & Judge, 2020). |
| Interdependence | When one person’s work depends on another’s performance. |
| Competition for Resources | Money, equipment, recognition, or opportunities. |
Example: Two students preparing for a group presentation may experience conflict if one believes the other is not contributing equally. This reflects both interdependence and differing expectations.
3. Types of Conflict
1. Intrapersonal Conflict
Conflict within an individual caused by contradictory values, expectations, or roles.
2. Interpersonal Conflict
Conflict between two individuals due to misunderstandings, personal differences, or incompatible goals (DeVito, 2019).
3. Intragroup Conflict
Conflict within a team caused by differing ideas or working styles.
4. Intergroup Conflict
Conflict between teams or departments—often due to competition for resources or differing priorities (Robbins & Judge, 2020).
4. Functional vs. Dysfunctional Conflict
Conflict can support or undermine organizational goals depending on how it is handled.
Functional Conflict
- Stimulates creativity and innovation (De Dreu & Beersma, 2005).
- Encourages critical evaluation of ideas.
- Prevents groupthink.
Dysfunctional Conflict
- Reduces performance and satisfaction.
- Leads to stress, communication breakdown, and personal hostility.
- Diverts energy from tasks to interpersonal battles.
Instructor Note: The goal is not to eliminate conflict, but to manage it constructively so that disagreement becomes a source of learning rather than harm.
5. Thomas–Kilmann Conflict Management Styles
The Thomas–Kilmann model is the most widely used framework for conflict-handling behavior. It identifies five styles based on two dimensions: assertiveness and cooperativeness (Thomas & Kilmann, 1974).
| Style | Description | When Useful |
|---|---|---|
| Competing | High assertiveness, low cooperation. Focus on winning. | Emergencies; unpopular but necessary decisions. |
| Accommodating | Low assertiveness, high cooperation; prioritizes others’ needs. | When the issue is more important to the other person. |
| Avoiding | Low assertiveness, low cooperation; withdrawing from conflict. | When cooling-off time is needed, trivial issues. |
| Compromising | Moderate assertiveness and cooperation. | Short-term solutions; when time is limited. |
| Collaborating | High assertiveness, high cooperation; seeks win–win. | Complex, long-term problems requiring creative solutions. |
Example: Two classmates disagree on topic selection. Instead of competing, they use collaboration to combine both ideas into a stronger presentation.
6. Conflict Resolution Techniques
- Open communication: clarify misunderstanding through dialogue (DeVito, 2019).
- Mediation: third-party involvement to facilitate discussion.
- Negotiation: structured dialogue to reach agreement (Lewicki et al., 2016).
- Setting common goals: emphasize shared outcomes to reduce tension.
- Behavioral guidelines: agree on respectful communication norms.
Evidence: Teams that engage in perspective-taking and reflect on underlying interests resolve conflicts more constructively (Fisher & Ury, 2011).
7. Negotiation: Distributive & Integrative
Negotiation is a key conflict management tool. It involves two or more parties trying to reach agreement on issues of mutual concern (Lewicki et al., 2016).
1. Distributive Negotiation
Win–lose, zero-sum approach. Resources are fixed and each side tries to claim value.
2. Integrative Negotiation
Win–win, collaborative approach focused on expanding value by addressing underlying interests (Fisher & Ury, 2011).
Example: Two students negotiating presentation responsibilities decide to divide work based on strengths—expanding value rather than competing for preferred tasks.
8. Strategies for Preventing Conflict
- Clarify expectations, roles, and deadlines at the start of a project.
- Create open channels for feedback (Robbins & Judge, 2020).
- Build trust and psychological safety in teams.
- Use active listening and empathic communication (DeVito, 2019).
- Develop norms for respectful disagreement.
9. Cultural & Ethical Issues
- Cultural norms: attitudes toward directness, hierarchy, and emotional expression vary widely (Folger et al., 2017).
- Ethical communication: avoid manipulation, misrepresentation, and personal attacks.
- Power imbalance: low-power individuals may need structured support to express concerns.
Important: Conflict styles are deeply shaped by culture—there is no “one best” style universally (Thomas & Kilmann, 1974).
10. Class Activities & FAQs
Recommended Classroom Activities
- Case Study Debate (20 min): Students analyze a conflict scenario using the Thomas–Kilmann model.
- Mediation Role-play (30 min): Student triads act as disputants and mediator.
- Interest Mapping Exercise (15 min): Identify positions vs. underlying interests.
⚖️ Discover Your Conflict Management Style ⚖️
Take this classroom-friendly assessment to understand your natural Conflict Management Style — whether you handle conflict through Competing, Accommodating, Avoiding, Compromising, or Collaborating.
This assessment identifies your default tendencies in conflict situations using the Dual-Concern Model discussed in class.
FAQs
Q: Is avoiding conflict always bad?
A: No. Avoidance is useful when the issue is trivial, emotions are high, or more information is needed (Thomas & Kilmann, 1974).
Q: Which conflict style is best?
A: Collaboration often yields the richest solutions, but context determines which style is appropriate.
References (APA)
De Dreu, C. K., & Beersma, B. (2005). Conflict in organizations: Beyond effectiveness and performance. European Journal of Work and Organizational Psychology, 14(2), 105–117.
DeVito, J. A. (2019). The Interpersonal Communication Book (15th ed.). Pearson.
Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In (3rd ed.). Penguin Books.
Folger, J., Poole, M. S., & Stutman, R. (2017). Working Through Conflict (8th ed.). Routledge.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2016). Negotiation (7th ed.). McGraw-Hill.
Robbins, S. P., & Judge, T. A. (2020). Organizational Behavior (18th ed.). Pearson.
Thomas, K. W., & Kilmann, R. H. (1974). Thomas–Kilmann Conflict Mode Instrument. Xicom.