The stages of the conflict process are latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath. Managers may use Pondy’s model to interpret and analyze a dispute situation and take action to mitigate it.
Latent conflict refers to the stage where there is potential for conflict but no awarenes of it. This is often due to different goals, values or objectives. Perceived conflict is when individuals become aware of the differences and start to see each other as opponents. Felt conflict is when emotions are involved and people start to feel threatened. Manifest conflict is when the conflict is out in the open and people are openly arguing or fighting. The final stage, conflict aftermath, is when the conflict has been resolved or ended.
Pondy’s model can help managers to understand where a conflict is at and what needs to be done to resolve it. For example, if a conflict is at the latent stage, managers can take preventative measures to avoid it escalating. If a conflict is already at the manifest stage, then managers need to take active steps to resolve it.
Pondy’s model is a useful tool for managers to understand and deal with conflict in the workplace. By understanding the process of conflict, they can take action to prevent or resolve it.
Although latent conflict may not be as apparent, it has the potential to be more destructive than direct conflict. This is because latent conflict contains several sources of tension, such as differing goals and priorities, competing resources, etc. Latent conflicts often simmer under the surface for long periods of time before boiling over into an explosive situation.
Pondy believes that it’s important to manage latent conflict before it escalates into overt conflict. Heidentifies three strategies for managing latent conflict:
– Perception management: This involves changing the way people perceive the situation. For example, if people believe that they’re in competition with each other, then Perception management would involve convincing them that they’re actually working towards a common goal.
– Structural changes: This involves making changes to the organizational structure so that the sources of conflict are removed. For example, if there’s interdependence between two departments, then structural changes would involve creating independence between those departments.
– Process management: This involves managing the process of conflict so that it doesn’t escalate into overt conflict. For example, if two departments are in conflict with each other, then process management would involve creating a mechanism for those departments to resolve their differences.
Pondy’s view of the “process of conflict” is that it’s important to manage latent conflict before it escalates into overt conflict. He identifies three strategies for managing latent conflict: Perception management, structural changes and process management. All of these strategies are aimed at reducing the potential for conflict and resolving it before it becomes a problem.
When organizations differentiate, the goals of each subunit become internally focused and independent from other subunits. However, since activities between subunits are interdependent, this creates conflict between groups when they pursue different autonomies.
Perception plays an important role in how conflict unfolds. Pondy (1967) proposed that the process of conflict can be viewed as a series of steps, beginning with the perception of differences and ending with the use of force. In between these two extremes are a number of other steps, including the escalation of conflict, communication, and problem solving. Perception is key in each of these steps. How groups perceive one another affects how they communicate, how they escalate conflict, and how they ultimately resolve it.
Differentiation leads to conflict because it creates different goals and interests within an organization. Subunits begin to pursue goals that they value over the goals of other subunits. This can lead to competition and conflict between groups. Perception plays a role in how groups perceive one another and how they communicate.
Differentiation can also lead to the escalation of conflict. When groups are in conflict, they may resort to violence or force in order to get what they want. Perception is key in understanding how groups escalate conflict. Finally, differentiation can lead to the resolution of conflict. Groups may be able to find a way to compromise or come to an agreement that satisfies both parties. Perception is once again important in understanding how groups resolve conflict.
Because each subunit has a different perspective, they naturally have distinct goals that don’t always align. This often leads to conflict because one goal might stand in the way of another.
Incompatible goals often lead to conflict because each subunit will want to achieve its goals without regard for the other subunit’s goals. This can escalate into a full-blown conflict if the subunits are not able to find a way to compromise or reach a resolution.
Pondy’s view of conflict emphasizes the role that Perception plays in the process of conflict. He argues that Perception is key to understanding how and why conflicts arise. Perception is important because it shapes our understanding of the world and our place in it. Our Perception of reality affects the way we interact with others and the choices we make.
If two people have different Perceptions of reality, they are likely to have different views on what is important and what is not. This can lead to conflict if the two people are unable to find common ground. Perception is also important because it can affect the way we see and interpret events. Two people can experience the same event but have different Perceptions of what happened. This can lead to misunderstanding and conflict.
Latent conflict may also occur as a result of how tasks are connected in organizations. Status inconsistencies between various groups within an organization’s bureaucracy can cause conflict. A staff-line function bureaucratic conflict exists when line functions are directly concerned with the production of the company’s outputs, whereas personnel and accounting departments advise and support them.
There may be conflict between these two different types of functions because line managers may feel that staff are not doing their job properly.
Pondy (1967) views conflict as a process that starts with the perception of incompatible goals by two or more parties. He sees conflict as something that is latent or dormant and can be triggered by various events. Once triggered, conflict can escalate to the point where it becomes overt and visible. This escalation process is often gradual and can involve a number of steps. For example, parties may first start to communicate less with each other, then they may start to withhold information from each other, and finally they may start to actively sabotage each other’s work.
At each stage in the escalation process, there is the potential for conflict to be resolved. However, if parties do not resolve the conflict at each stage, it is likely to escalate further, eventually leading to overt conflict.
Pondy’s model of the escalation of conflict has been found to be useful in understanding how and why conflicts develop in organizations. It highlights the importance of Perception in the development of conflict and emphasizes the role that communication plays in resolving or escalating conflict. The model also provides a framework for understanding the different stages that a conflict may go through. This can be helpful in developing strategies for managing and resolving conflicts.