2. “Conflict management is the process of limiting
the negative aspects of conflict while increasing
the positive aspects of conflict. The aim of
conflict management is to enhance learning and
group outcomes, including effectiveness or
performance in organizational setting.”
- Afzalur Rahim
3. “Conflict is a struggle or contest between people
with opposing needs, ideas, beliefs, values, or
goals.”
- Emily Pia and Thomas Diez, Conflict and Human Rights
4. Elements of Conflict
• Power
• Norms
• Interests
• Perceived Worth
• Organizational Demands
• Sociocultural Alignment
5. The Process of Conflict
Latent Conflict
Perceived Conflict
Felt Conflict
Manifest Conflict
Conflict Aftermath
6. Latent Conflict
This is the stage in which there are differences
between individuals or groups.
The differences are potential areas of conflicts.
8. Perceived Conflict
At this point, the involved parties have become
reasonably aware of looming conflict as a result
of tendency to obstruct goals.
9. Felt Conflict
At this stage various parties experience
indicators of emotional surge opposing their
interests, giving rise to discomforting pressure
for goal assurance.
10. Manifest Conflict
Conflict becomes manifest through
transformation of tension into clear
confrontation, verbal and physical challenge,
antagonism, indifference, submission with deep-
seated reservation and voluntary withdrawal.
11. Conflict Aftermath
At this stage the feasibility of cooperation
between parties involved become vivid through
clear action paths.
Where the observed conflict had been
successfully managed, then relative harmony
shall characterize their activities.
If the observed conflict was suppressed, then
point of contention could be stretched beyond
elastic strength of their relationship to a
breaking point.
12. Sources of Workplace Conflict
• Conflicting Interest
• Competition for Scarce Resources
• Personal Identity Stability
• Lack of Cooperation
• Perceived Excessive Dependence on a Person or Bloc
• Mafia War
• Unfounded Rules
• Sociocognitive Limitations
• Codependent Tasks
• Fight for Dignity
• Fight for Values
• Animosity
• Incompatible Personalities
• Decision Inequity
• Negative Effect of Consensus in Decision-Making
• Expectations
• Blurry Job Description
• Communication Barrier
• Previous Conflict Baseline
• Bandwagon Syndrome
13. Exercise
List sources of conflict in your team.
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………
15. Common Types of Team Conflicts
• Process-Based Conflict
• Relationship-Based Conflict
• Task-Based Conflict
16. Process-Based Conflict
This stems from work systems, work-flow and
obligations.
Key Problem Areas (KPA):
•Commencement of Work
•Termination of Work
•Definitive Work Method
•Process Identity
•Ownership of Process
•Ownership of Sub-Processes
•Dissonance in Identity of Cross-Functional &
Functional Responsibilities
18. Relationship-Based Conflict
This is a conflict fuelled by emotional
sentiments.
List Examples:…………….....................................
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
………………………………………………………………………..
19. Task-Based Conflict
This is a conflict driven by core issues about
form, structure, dimensions, performance
metrics and ownership of task.
List Examples:……………………………………………..
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
………………………………………………………………………..
20. Conflicts in Terms of Usefulness
Constructive Arguments Based on
Alternatives for Performance Improvement
Unwholesome Arguments Based on
Personal or Group Differences & Idiosyncrasies
21. Depiction of Conflict Phases Based on
Multiple Schools of Thoughts
Intensity
Time
Latent Conflict
Conflict Emergence
Conflict Escalation
Failed Peacemaking Efforts
Institutionalization of Conflict
Exacerbation of Violence
(Hurting) Stalemate
Complex Emergency
Enmity Agitation Cutback
De-escalation/ Negotiation
Tentative Settlement
Post-Settlement Peace Building
Experimental Peace
22. Exercise
List the effects of Enmity Agitation Cutback on
De-escalation/Negotiation and Tentative
Settlement Phases.
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………
……………………………………………………………………
23. Strategies for Managing Conflicts
• Applicable Styles
• Improving Organizational Practices
• Special Roles and Structure
• Confrontation Techniques
25. Focus Areas for Improving Organizational
Practices as Conflict Management Strategy
• Job Rotation
• Corporate Culture Realignment
• Internal Communication Assessment and Repositioning
• Organizational Restructuring
• Corporate Authority and Power Restructuring
• Organisation-Wide Job Redesign
• Improving Clarity of Structural Positioning and Inter-Job Relationships
• Performance and Reward Realignment
• Employee-Employee Social Value Optimization
• Zero Tolerance Against Discrimination, Glass Ceiling & Antisocial
Behaviours
• Unbiased Central Budgetary Control System
• Effective Team Structuring
• Development of Workable Policies, Procedures and Rules
• Establishment of Internal Dispute Resolution Model
26. Special Roles and Structure
Empowerment of Managers to own their
internal processes, lead effectual transformation
towards set goals, take responsibility for
compliance, and be integrators that ensure
harmony.
Sometimes, a particular manager can be placed
to conduct critical review and ensure
compliance during meetings.
28. Notable Areas of Differences in Team Members
• Age
• Race
• Gender
• Communication Flair
• Learning Flair
• Thinking Flair
• Financial Background
• Educational Background
• Professional Affiliation
• Ethnicity
• Physical Ability
• Work Experience
• Job Function
• Management Status
• Work Location
• Marital Status
• Family Status
• Religious Beliefs
• Political Beliefs
• Languages
29. The primary school of excellence in conflict
management consist of mindset & understanding
for identification and acceptance of differences.
31. Functions of Nonverbal
Communication
Accent: Punctuating or drawing attention to a verbal message
Complement: Expressions/gestures that support but could not
replace verbal message
Contradict: Expressions or gestures that convey meaning
opposite to that of verbal message
Regulate: Expressions or gestures that control the pace or flow
of communication
Repeat: A gesture or expression that can be used alone to send
the same meaning as verbal message
Substitute: A nonverbal cue that replaces verbal message
32. Examples of Nonverbal Cues
Accent: Touching someone’s shoulder in empathy
Compliment: Smiling in approval or frowning with
disdain
Contradict: Reading paper while saying “I am
listening”
Regulate: Looking confused by too much
information
Repeat: A stern look or pointing along with a verbal
command
Substitute: Nods and shakes of the head
33. Types of Nonverbal Cues
1. Facial expression
2. Eye behaviour
3. Posture
4. Gesture
5. Proxemics
6. Touch
7. Personal appearance
8. Vocal features of speech
34. Real Nonverbal Cues
Facial Expression: Happiness, sadness, surprise, fear, anger
and disgust
Eye Behaviour-Functions: Regulatory, monitoring, cognitive
and expressive
Posture: Indicative of attention, involvement, relative status
and rapport
Gestures: Speech related and independent
Proxemics: Use space
Touch: ‘of self’ indicates emotion, and ‘of others’ indicates
relationship
Personal Experience: Indicators of personality, values and
lifestyle
Vocal Features of Speech: Tone, stress, accent, loudness and
rate of speech
35. Common Signs of Conflict in Non-Verbal Cues
i. New body movements
ii. Touching of self/fidgeting
iii. Hesitation
iv. Blinking, eye shifting and dilation of pupils
v. Lack of spontaneity
vi. Speech errors
vii. High vocal pitch
viii. Negativity
ix. Bulging eyes
x. Severe Frown
36. Common Signs of Conflict in General Behaviour
• Rejection
• Incommunicado
• Nastiness
• Vindictiveness
• Combativeness
• Indignation
• Disrespectfulness
• Animosity
37. Turner & Weed Profiling of
Communication (Response) Styles in
Conflict Management
• Addressers:
- First Steppers
- Confronters
• Concealers:
- Feeling-Swallowers
- Subject-Changers
- Avoiders
• Attackers:
- Up-Front Attackers
- Behind-The-Back Attackers
38. “In organized group situations, the art of good
communication helps build trust and respect.
It fosters a positive learning environment and
can set the stage for the group to achieve its
identified mission, vision, and goals. In any
group setting, members may share a common
interest and commitment, yet also may see
things from a variety of perspectives. Effective
communication is one means for a group of
diverse individuals to share ideas, construct
solutions, and make appropriate decisions.”
- Karla Trautman, Effective Group Communication
39. “Poor Communication is a direct result of
ignorance…….people do not know what
to say, when to say it, how to say it, or to
whom to say it.”
- Peter Drucker
40. General Problems in
Organisational Communication
• Bias
• Halo Effect
• Devil’s Horn
• Ambiguity
• Chain of command
• Size
• Technical Content
• Emotional Interference
• Personal limitations
• Human nature
• Conflict of Interest
• Level of Knowledge
• Power
• Inadequate Feedback
• Cultural Disparity
• Hierarchy
• Lack of Empathy
• Quantity of Information
• Language
• Lack of Confidence
• Inappropriate Medium
41. Communication competence in conflict
management highlights effective listening skills
and appropriate use of the three
communication impacts to build bridges for
feasible connectivity.
44. Pronunciation: Caliber of intonation
Modulation: Coordination of sound pitch
and clarity
Projection: Loudness
Rapidity: Speed of speech
Repetition: Saying same again
Articulation: Coordination of words
Enunciation: Level of Emphasis on syllable
Elements of Vocal Impact
46. Communication Competence & Conflict Resolution
Competence are prerequisites for Conflict
Management Competence.
Communication
Competence
Conflict Resolution
Competence
Conflict
Management
Competent
Conflict
Averse
Filling Capacity Gap
47. Conflict Management Competence & Great
Leadership Quotient are prerequisites for
Leadership Competence.
Conflict Management
Competence
Leadership
Quotient
Leadership
Competent
Leadership
Incompetent
Filling Capacity Gap
48. Role Play Session
Sub-Teams Contest for Overarching Goal of The
Full Team. Thereafter, each Sub-Team Debriefs.
49. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of
GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping;
Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria;
Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic
Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.