Conflict: Psychology and Human Relations
Conflict
• A process that begins when one party receives that another party has negatively affect, or is about to negatively affect, something that the first party carries out.
• It describes that point in any ongoing activity when interaction crosses over to become an inter-party conflict.
• Arises from a perception of incompatibility which means that conflict primarily stems from differences in beliefs, values, goals, reality, personalities, backgrounds, needs, interest and/or motives
Controversy
• A situation in which opinion, ideas, information, theories and conclusions are perceived as incompatible with those of another person or group.
Sources of Conflicts:
• Incompatibility of goals
• Differences over interpretation of facts
• Disagreement based on behavioral expectations
Transition in Conflict Thought
• One school of thought has argued that conflict must be avoided that it indicates malfunctioning within the group. This is called the traditional view.
• Another school of thought, the human relations view, argues that conflict is a natural and inevitable outcome in any group and that it need not be evil, but rather has the potential to be appositive force in determining group performance.
• The third and most recent perspective proposes not only that conflict can be a positive force in a group but explicitly argues that some conflict is absolutely necessary for a group to perform effectively. This is called the inter actionist approach.
The Traditional View
• The early approach to conflict assumed that all conflict was bad. Conflict was viewed negatively and it was used synonymously with such terms as violence, destruction and irrationality to reinforce its negative connotation. Conflict, by definition, was harmful and was not to be avoided.
• Conflict was seen as a dysfunctional outcome resulting from poor communication, lack of openness and trust between people, and the failure of managers to be responsive to the needs and
• A process that begins when one party receives that another party has negatively affect, or is about to negatively affect, something that the first party carries out.
• It describes that point in any ongoing activity when interaction crosses over to become an inter-party conflict.
• Arises from a perception of incompatibility which means that conflict primarily stems from differences in beliefs, values, goals, reality, personalities, backgrounds, needs, interest and/or motives
Controversy
• A situation in which opinion, ideas, information, theories and conclusions are perceived as incompatible with those of another person or group.
Sources of Conflicts:
• Incompatibility of goals
• Differences over interpretation of facts
• Disagreement based on behavioral expectations
Transition in Conflict Thought
• One school of thought has argued that conflict must be avoided that it indicates malfunctioning within the group. This is called the traditional view.
• Another school of thought, the human relations view, argues that conflict is a natural and inevitable outcome in any group and that it need not be evil, but rather has the potential to be appositive force in determining group performance.
• The third and most recent perspective proposes not only that conflict can be a positive force in a group but explicitly argues that some conflict is absolutely necessary for a group to perform effectively. This is called the inter actionist approach.
The Traditional View
• The early approach to conflict assumed that all conflict was bad. Conflict was viewed negatively and it was used synonymously with such terms as violence, destruction and irrationality to reinforce its negative connotation. Conflict, by definition, was harmful and was not to be avoided.
• Conflict was seen as a dysfunctional outcome resulting from poor communication, lack of openness and trust between people, and the failure of managers to be responsive to the needs and