ACCA Applied Knowledge · Business and Technology
Sources of Conflict and Techniques for Conflict Resolution
Conflict is a disagreement between people or groups whose goals, values or interests appear incompatible. To solve exam questions, identify the cause, decide whether the effect is functional or dysfunctional, then match the situation to a Thomas-Kilmann mode: competing, collaborating, compromising, avoiding or accommodating.
What this chapter covers
This chapter in Business and Technology covers why conflict arises in organisations, what it does to performance, and how managers deal with it. You start with causes, such as scarce resources, unclear roles, differing goals and personality clashes. You then judge whether the conflict helps or harms. Finally you learn the tools used to manage it.
The core model is the Thomas-Kilmann framework. It describes five modes of handling conflict, based on how assertive and how cooperative a person is. The chapter also covers negotiation and ethical dealing, which links to the ethics and professional behaviour material elsewhere in the paper.
The chapter connects to organisational structure, culture, leadership, teams and communication. Many conflicts come from structure (for example, departments with competing targets) or from poor communication. Examples in Section A and Section B are usually short scenarios, so you must apply the ideas, not just recall them.
Conflict questions are scenario-based and fairly predictable, so they are good marks for prepared students. In Section A you may see a one-mark or two-mark question asking you to name a cause or match a Thomas-Kilmann mode to a situation. The same ideas can also feed into a four-mark multi-task question on people and organisations. The content is short and logical, so a few focused sessions are enough to answer these questions quickly and accurately.
Sources of conflict and techniques for conflict resolution: topics in the order to study them
- 1Nature and Causes of Conflict in OrganisationsStart with what conflict is and where it comes from, because every later topic builds on diagnosing the cause.
- 2Effects of Conflict: Functional and DysfunctionalNext, learn to judge whether a conflict helps or harms, since this decides whether it needs resolving at all.
- 3Conflict Resolution Techniques and Thomas-Kilmann ModelOnce you can diagnose and assess conflict, learn the five modes and when each suits a situation.
- 4Conflict Management, Negotiation and Ethical DealingFinish with the practical side: managing conflict over time, negotiating, and doing so ethically, which draws on everything before it.
How to prepare Sources of conflict and techniques for conflict resolution
This chapter is mostly concepts and scenarios, so practise applying ideas to short cases rather than memorising long lists.
- Read the causes of conflict once and write each in your own words with a workplace example, such as two departments competing for the same budget.
- Learn the difference between functional and dysfunctional conflict. For each, note one effect on performance, innovation, morale or communication.
- Draw the Thomas-Kilmann grid from memory: assertiveness on one axis, cooperativeness on the other, with the five modes placed correctly.
- For each mode, write one situation where it fits well and one where it fits badly. This is what scenario questions test.
- Add negotiation basics and the ethical principles that apply, such as honesty, fairness and avoiding coercion or manipulation.
- Practise objective test questions in all three types: multiple choice, multiple response where you select the stated number, and number entry if offered. Read every option before answering.
- Finish by explaining the chapter aloud in two minutes without notes. Fix any gap you find.
Common mistakes in Sources of conflict and techniques for conflict resolution
Treating all conflict as harmful
Fix: Remember that functional conflict exists. Check whether the scenario shows better ideas or performance before calling it dysfunctional.
Mixing up accommodating and compromising
Fix: Accommodating means one party yields to the other. Compromising means both give up something. Use the grid to place them.
Saying collaborating is always the best mode
Fix: Each mode suits some situations. Collaborating takes time, so it is a poor fit in an emergency, where competing may be needed.
Confusing avoiding with resolving
Fix: Avoiding postpones the issue and does not settle its cause. Choose it only when the issue is minor or a cooling-off period helps.
Naming a cause that the scenario does not support
Fix: Underline the facts in the question, such as shared budget or unclear reporting lines, and match the cause to those facts.
Ignoring ethics in negotiation questions
Fix: Check whether an option involves deception, pressure or hiding facts. Such options usually fail ethical standards.
Last-day revision: Sources of conflict and techniques for conflict resolution
- Conflict is a perceived incompatibility of goals, values or interests between individuals or groups.
- Common causes: scarce resources, unclear roles, differing goals, personality clashes, poor communication and change.
- Functional conflict improves performance, ideas or decisions; dysfunctional conflict harms morale, cooperation and results.
- Conflict is not always bad. Some can be useful if it stays controlled and focused on the task.
- Thomas-Kilmann has five modes: competing, collaborating, compromising, avoiding and accommodating.
- Competing is high assertiveness, low cooperation. Accommodating is low assertiveness, high cooperation.
- Avoiding is low on both. Collaborating is high on both. Compromising sits in the middle.
- Collaborating suits important issues where both sides' concerns matter and time allows.
- Compromise gives partial satisfaction to both sides. Neither gets everything.
- Avoiding can suit trivial issues or give time to cool down, but it leaves the problem unsolved.
- Ethical negotiation means honesty, fairness and respect for the other party.
- In scenarios, identify the cause first, then the effect, then the best mode.
Sources of conflict and techniques for conflict resolution practice questions
- In the Thomas-Kilmann conflict model, which two dimensions are used to define the five conflict-handling styles?
- Which of the following is most likely to be a functional (beneficial) outcome of conflict within a finance department?
- An employee at Brindle Co is told by her line manager to complete a task one way, while the project manager instructs her to do it different…
- A sales team is rewarded on the volume of orders won, while the production team is rewarded on keeping costs low and avoiding rush jobs. Sal…
- Sara and Tom both need the same meeting room on the same afternoon. Each agrees to move their meeting to a shorter slot so both can use it, …
- Two team members dispute responsibility for an error, and their relationship has broken down. Both agree to bring in an impartial person who…
- Two teams at Lumen Ltd both need the same specialist software licences, and only a limited number are available. Which cause of conflict doe…
- Two department heads at Marlow Ltd disagree over shared budget funding. Each gives up part of their request, and they split the available fu…
Sources of conflict and techniques for conflict resolution: frequently asked questions
What are the five Thomas-Kilmann conflict modes?
They are competing, collaborating, compromising, avoiding and accommodating. They are placed on a grid of assertiveness against cooperativeness. Learn the grid so you can place each mode quickly.
What is the difference between functional and dysfunctional conflict?
Functional conflict leads to better ideas, decisions or performance. Dysfunctional conflict damages relationships, morale and results. The same disagreement can move from one to the other if it is not managed.
How is this chapter tested in the BT exam?
Expect short scenario questions in the objective test sections, where you identify a cause, an effect or the best resolution mode. The ideas can also be part of a four-mark multi-task question on people in organisations.
How long should I spend on this chapter?
It is a compact chapter, so a few focused sessions are usually enough. Spend most of your time practising scenario questions, not rereading notes.