I. Potential Antagonism The first stage is presence of antecedent conditions that create opportunities for conflict to arise.

II. Cognition & personalization The antecedent conditions must be perceived as threatening if conflict is to develop. The situation may be ignored if it is seen as minimally threatening. III. Conflictive & Conflict

III. Management Behavior Manifest behavior is action resulting from perceived &/or felt conflict. At this stage, a conscious attempt is made by one party to block goal achievement of other party. Such behavior may range from subtle, indirect & highly controlled forms of interference to more open forms of aggressive behavior like strikes, riots & war.

IV. Aftermath The interplay between different forms of overt conflict behavior & conflict handling strategies of stimulation or resolution influence consequences. These consequences (in terms of performance of group , level of satisfaction & quality of relationship in involved parties, change of parties, change of structure & policies , etc. )In turn influence antecedent conditions & probability of future conflict. Sometimes, aftermath sows seeds of yet another conflict episode in which case entire process is repeated.

IMPACT OF CONFLICTS

As we know conflict may occur between two individuals, as in case of superior vs. subordinate, between two HODs, etc. Groups may be drawn into conflict with each other on basis of performance, importance to a particular group and in general union- management rivalries. Conflict can also occur within an individual as in situations of dilemma of choice, vividly characterized by phrases such as ‘between devil and deep blue sea’ or ‘caught on horns of a dilemma’. For example, a personnel manager may be quite undecided about how to deal with conflict (with workers, union) that is likely to result in work stoppage &loss in productivity.

While analyzing impact of conflicts in any organization we will deal separately two types of conflicts i.e. interpersonal conflicts and inter-group conflicts. First we will discuss interpersonal conflicts.

The general assumption is that conflict tends to have negative consequences for both individual and organization. For example, imagine yourself in an intense conflict situation. Examine your state of mind. You are tense, uneasy, extremely anxious & probably unable to concentrate on your work. Naturally in such situations, your performance is adversely affected. Decisions made may not be appropriate. Occasionally, they might even be unrealistic or irrational. Thus, conflicts tend to impair one’s efficiency.

Sometimes, conflict is also observed to give rise to certain maladjusted behaviors in individuals trying to cope with it. These include alcoholism, drug abuse, excessive smoking, under eating or overeating and extremely aggressive or submissive behavior.

Apart from above psychological & behavioral consequences, conflict has also certain physiological consequences (more so under intense conflict situations) in that, certain changes take place within physiological system which are often ignored or unnoticed. Some of changes that occur within system are:

- More adrenalin & nor adrenalin are shot into blood & continue state of arousal & excitation;

- Speed-up of heart beat & increase in blood pressure;

- More of hydrochloric acid is secreted into stomach.

In The Oz Principle, Connors, Smith, and Hickman brilliantly use analogy of “The Wizard of Oz” to discuss a business philosophy aimed in propelling individuals and organizations to overcome unfavorable circumstances and achieve desired results. This philosophy can be encompassed in one word: ACCOUNTABILITY.

The eponymous principle builds upon ethos of personal and organizational accountability. It explores root cause of an organization’s impediments to exceptional performance and productivity, and provides great insight on how to re-establish a business from bottom up, emphasizing on thin line that separates success from failure. The Above The Line, Below The Line methodology is driving force behind The Oz Principle.

The Oz Principle: Getting Results through Accountability

Just like Dorothy’s search for Wizard of Oz for enlightenment, individuals and organizations also seek out wizard that will save them from maladies that afflict their workplace. However, wizard is just a distraction, bearing new-fangled business philosophies and management fads that will only create a layer atop ugly truth that needs to be revealed. When core problem is not addressed, ills will eventually resurface and business is back to its sorry state.

Victim Thinking or Failed Accountability

When a company suffers from poor performance or unsatisfactory results, individuals from top management all way to front line begin finger-pointing, forming excuses, rationalizing, and justifying, instead of doing something to alleviate situation. They foolishly profess that circumstances have made victims of them, that events are completely out of their control, and that they shouldn’t be blamed for company’s current problems. It’s always something or someone else, never themselves.

Above The Line, Below The Line

A thin line separates failure and success, greatness and mediocrity.

Above The Line, you’ll find Steps to Accountability which include in chronological order: See It, Own It, Solve It, and Do It. The first step, See It, means acknowledging problem; to Own It is to assume responsibility for problem and results; Solve It means to formulate solutions to remedy situation; and, as a culminating step, Do It commands practical application of solutions identified.

Below The Line is where self-professed victims play