ABSTRACT
The chapter starts with an opening note on rebuilding trust and communication, resolving differences, and understanding conflict from traditional and modern-day perspectives. The modern-day perspective states that conflict contributes to organizational performance if prevalent minimally and detracts from organizational performance if it goes beyond control. Conflicts can be both functional and dysfunctional.
The process of conflict constitutes opposition, cognition (felt/perceived), intentions, behavior, and outcomes. The levels of conflicts can be interpersonal, intrapersonal conflicts, intergroup, and intragroup conflicts, and their impact on the organization's strategic and operational activities. The stages of communication between two or more people can correlate to the moves of the game as stated by Berne and Harris and this concept defines transactional analysis which revolves around the parent, adult, and child ego state. The chapter has explained this concept as very meaningful for organizations through examples. The transaction types can be crossed, complementary, or ulterior, but using the Johari window one can assess self, and disseminate useful information to others thus resulting in the strengthening of interpersonal relationships and lessening interpersonal conflict. Several conflict management approaches have also been listed in the chapter and styles such as competition, collaboration, accommodation, compromise, and avoidance have been fitted in several case scenarios and also examples to give the readers a clear view of the resolution patterns.
