Managing conflict and collaboration
- New Delhi Oxford & IBH 1982
- 162 p.
One of the weaknesses in Indian culture and, therefore, in Indian organisations is lack of collaboration among people and among groups. This has influenced the style of functioning of people in organisations. Individuals with a high need for results and excellence fight the battle alone. They tend to avoid situations of or if conflicts do arise they arbitrate to impose the best solutions according to their own wisdom. This makes collaboration more difficult. Thus they are caught in the vicious circle.
This volume deals with this critical dimension. The first part briefly discusses the role of conflict (competition) and collabora tion, their nature and dynamics with a view to increasing effective ness of managing these more effectively in organisation. 'Management of these phenomena would involve both the utilisation of their positive contributions and minimising their negative aspects. Firstly, it would involve their effective use for strengthening individuals, groups and organisations. The functional aspects (Comp+ and Coop+) need to be developed and utilised. Secondly, the dysfunctional aspects (Comp- and Coop-) need to be prevented, reduced and solved.
The first chapter summarises the main functions of competition and cooperation. The next two chapters (chapters 2 and 3) discuss the sources of conflict and styles of conflict management. These are followed by discussion of preventive and curative (reso lution) management of intragroup and intergroup conflicts (chapter 4). Chapter 5 summarises the main bases of collabora tion, before discussing some interventions to develop collabora tion in organisations in chapter 6.