conflict lecture rev 8b

8/6/2019 Conflict Lecture Rev 8b

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CONFLICT

MANAGEMENT



SCOPE

� Nature of Conflict

� Levels of Conflict

�

Sources of Conflict� Effects of Conflict

� Conflict Resolution Strategies

� Management of Conflict

± Signs and Stages ± How to manage and resolve conflict situations

± Outline for a mediation session



People differ, so they:

y see things differently

y want different things

y have different thinking styles, which prompts them to disagree

y are predisposed to disagree

y have different personalities

y have different status

y have ideological and philosophical differencesy have different goals

y have different approaches

y are influenced by fear, force, fairness or funds

Nature of Conflict



Nature of Conflict

Traditional View

- the belief that all conflict is harmful and must be avoided

Human Relations View- the belief that all conflict is natural and inevitable in any group

Integrationist View

- the belief that all conflict is not only a positive force in a group

but that is absolutely necessary for a group to perform effectively



Levels of Conflict

INTRAPERSONAL

- Conflict that occurs solely in the psychological dynamics of the

individuals own mind

INTERPERSONAL

- Conflict between people is a fact of life

- Are serious problem to many people because they deeply affect

a persons emotions

INTERGROUP

- Conflicts between different departments or groups



Effects of Conflict

Positive effects:

Stimulates people to search for improved approaches that lead to

better results

Energizes people to be more creative and experiment with new ideas

Resolves once hidden problems Diffuses more serious conflicts

Increases group cohesion and performance

Negative effects:

Cooperation and teamwork may deteriorate

Distrust may grow among people who need to coordinate their efforts

Motivation level of employees may be reduced

Hampers the decision making process

Reduces productivity



Effects of Conflict



Four (4) Possible Outcomes of Conflict

Win - Lose

Lose - Lose

Win - Win

Lose - Win

Person B

Outcome

WinLose

Person AOutcome

Win

Lose



Conflict Resolution Strategies

Resolution Strategy Probable Outcome

Avoidance Lose Lose

Smoothing Lose Win

Forcing Win Lose

Confronting Win-

Win



Probable Relationships Between

Conflict Resolution Strategies and Outcomes

Resolution

StrategyObjective Your Posture Rationale Probable Outcome

Avoidance

Avoid

having to

deal with

conflict

I am neutral on

that position, let

me think about

it

Disagreement

are relatively

bad because it

create tension.

Interpersonal problems

dont get resolved,

causing long-termfrustration manifested

in a variety of ways

Lose Lose

Smoothing

Dont

upset the

otherperson

How can I help

you feel good?

My position isn't

so important

that is worthrisking bad

feelings between

us.

Maintaining

harmonious

relationship isour top priority.

Other person is likely

to take advantage of you.

Lose Win



Probable Relationships Between

Conflict Resolution Strategies and Outcomes

Resolution

StrategyObjective Your Posture Rationale Probable Outcome

Forcing Get yourway

I know what is

right. Dont

question my

judgement or

authority

it is better to

cause a few hard

feelings thanabandon a

position you are

committed to.

You feel vindicated

but the party feelsdefeated and

possibly humiliated

Win Lose

Confronting

Solve the

problemtogether

This is my

position, what is

your? Im

committed infinding the best

possible

solution.

Position of both

parties are equallyimportant

Participants find aneffective solution.

Win - Win



Assertive Behavior

Confronting conflict is not easy for some people.

Assertiveness is the process of expressing feelings, asking for

legitimate changes and giving and receiving honest feedback.

Assertive people are direct, honest and assertive. By contrast,

aggressive people may humiliate others and unassertive people

elicit either pity or scorn from others.



Stages in Assertive Behavior

STAGE EXAMPLE

1

.D

escribe the Behavior When you do this.......2. Express your feelings I feel..........

3. Empathize I understand why you..........

4. Negotiate Change I want you to ...........

5. Indicate Consequences if you do (dont), I will ........



Model of the

ConflictResolution

Process

Perceptions of Conflict� Constructive

� Destructive

Participant Intentions� Winning

� Losing

Resolution Strategies� Avoiding

� Smoothing

� Forcing

� Confronting

Conflict Outcomes� Lose Lose

� Lose Win

� Win Lose

� Win Win

� Organizational Change

� Personality Clashes

� Different Sets of Values

�

Threats to Status� Contrasting Perceptions

� Poor Communication

� Different Interest

� Scarce Resources

� Poor Performance

Causes of Conflict



- is the process of planning to avoid conflict where possible and

organizing to resolve conflict where it does happen, as rapidly and

smoothly as possible.

- It is the label for the variety of ways by which people handle

grievances - standing up for what they consider to be right andagainst what they consider to be wrong.

Management of Conflict



All members of any organization need to have ways of keeping

conflict to a minimum - and of solving problems caused by conflict,

before conflict becomes a major obstacle to your work.

What do organizations use conflict management for?



"Competition" usually brings out the best in people, as they

strive to be top in their field, whether in sport, community affairs, politics

or work. In fact, fair and friendly competition often leads to new sporting

achievements, scientific inventions or outstanding effort in solving a

community problem.

When competition becomes unfriendly or bitter, though, conflict

can begin - and this can bring out the worst in people.

The differences between

"competition" and "conflict



Disputes of right

where people or groups are entitled by law, by contract, by previous

agreement or by established practice to certain rights.

focus on conflict issues such as employment contracts, legally

enforceable matters or unilateral changes in accepted or customarypractices.

usually settled by legal decision or arbitration and not by negotiation.

Disputes of interest

where the conflict may be a matter of opinion, such as where a person

or group is entitled to some resources or privileges (such as access to

property, better working conditions, etc).

Because there is no established law or right, a dispute of interest will

usually be solved through collective bargaining or negotiation.

"Disputes of right" vs "disputes of interest



cliques or factions meeting to discuss issues separately, when they

affect the whole organization

one group being left out of organizing an event which should include

everybody

groups using threatening slogans or symbols to show that their

group is right and the others are wrong

Signs of conflict between groups of people



share information by keeping people in the group up-to-date with

current issues

express positive expectations about each other

empower each other - publicly crediting colleagues who have

performed well and encouraging each other to achieve results

team-build - by promoting good morale and protecting the

group's reputation with outsiders

resolve potential conflict - by bringing differences of opinion into

the open and facilitating resolution of conflicts

How to build teamwork and co-operation



How to manage and resolve

conflict situations



Negotiation: this is the process where mandated representatives of groups in a

conflict situation meet together in order to resolve their differences and to

reach agreement.

Mediation: when negotiations fail or get stuck, parties often call in and

independent mediator. This person or group will try to facilitate settlement

of the conflict.

Arbitration: means the appointment of an independent person to act as an

adjudicator (or judge) in a dispute, to decide on the terms of a settlement.Both parties in a conflict have to agree about who the arbitrator should be,

and that the decision of the arbitrator will be binding on them all .

Arbitration differs from mediation and negotiation in that it does not

promote the continuation of collective bargaining:

The difference between Negotiation, Mediation, and Arbitration



An effective mediator needs certain skills in order to achieve

credibility and results:

preferably with a proven record of success in mediation or

negotiation the ability to gain the trust, acceptance and co-operation of

conflicting parties

clear thinking in identifying the real problems and offering practical

solutions

How to be an effective mediator



knowledgeable about the organizational structures, strategies and

attitudes of the conflicting parties; as well as any relevant laws or

agreements

tactful and diplomatic with the necessary powers of persuasion and

strong character to nudge the participants progressively towards an

agreement.

How to be an effective mediator



Stage 1: Introduction and establishment of credibility

The mediator plays a passive role and his main task is to gain the

trust and acceptance of the conflicting parties,

Stage 2: Steering the negotiation process

In the second stage, the mediator intervenes more actively in

steering the negotiations. He/she may offer advice to the parties, attempt to

establish the actual resistance point of each party and to discover areas in

which compromises could be reached.

How to run a mediation process



Stage 3: Movement towards a final settlement

An experienced mediator will know when to use diplomacy and

when to exert pressure towards final settlement of the dispute.. In the event

of a final settlement being reached, the mediator usually assists the parties inthe drafting of their agreement, ensuring that both sides are satisfied with

the wording, terms and conditions of the agreement.

How to run a mediation process



This is a session of at least 2 ½ hours. It is a suggested structure for a

formal mediation session around a conflict between two organizations,

parties or groups. You should be flexible when you structure a mediation

session, e.g. a more informal mediation, say between two neighbours, will

need a different approach.

In this session, remember that you may want to be flexible with time,

for example to allow for translation, to allow each side time to caucus

(speak among themselves) or to give the mediator time to meet both sides

separately.

It is always a good idea to structure a break in the mediation for people

to have tea and get some fresh air. So, to allow for things like breaks, extra

caucussing and translation, you should try to set aside about 4 hours for

the mediation session.

Outline for a Mediation Session



Outline for a Mediation Session

Opening of Mediation 15 min

Statement of Position 30 min

Finding Common Grounds 30 min

Reassessing Position 10 min

Reaching Agreement 30 min

Closure of Mediation 10 min



This is a checklist of rules and procedures which you can get each side to

agree on before you start to run a mediation session.

Trust and respect for chairperson (i.e. the mediator) and the

mediating team (if more that one person)

Should there be translation and who should do it?

Is the venue secure and neutral?

Do the chairs and tables have to be re-arranged?

Size and leadership of delegations.

Should observers be allowed?

Agreeing to behave in a polite and disciplined way.

No blaming, verbal abuse or shouting.

Mediation Guideline:

Code of Conduct for Participants



No physical intimidation (e.g. pointing) and violence.

No presence and carrying of weapons.

Should smoking, drinking and eating be allowed?

No other distracting behaviour, e.g. caucusing while the other side is

speaking.

How long should sessions be?





Equal time for each side to speak and who should speak first.

Opportunity to caucus and consult when necessary.

How should the mediation be minuted?

What parts of the discussion should be confidential?

How should the agreement be reported back to members?

Should the outcome of the mediation be publicised and how?





We see things the way we want them to be

Respect is one of the important keys to avoid conflict.

Let us try to understand others as much as how we

want them to understand us.



Newstorm and Davis (1993). Organizational Behavior / Human Behavior at

Work 9th Edition. New York McGraw-Hill

Education Training Unit. Conflict Management. Available at:

http://www.etu.org.za/toolbox/docs/building/conflict.html

Zach Feral. Three Levels of Conflict. eHow Contributor updated:

September 30, 2010. Available at:

http://www.ehow.com/list_7211141 _three-levels-conflict.html

References



V.N. Asopa; Indian Institute of Management and G. Beye; and Research and

Technology Development Service Research, Extension and Training Division,

Food and Agriculture Organization (FAO) of the United Nations, Rome, 1997.

Management of agricultural research: A training manual. Module 4:

Leadership, motivation, team building and conflict management. Available at:http://www.fao.org/docrep/w7504e/w7504e07.htm

Conflict management. Available at:

http://en.wikipedia.org/wiki/Conflict_management

� REPUBLIC ACT NO. 9285, April 2, 2004, An Act to institutionalize the use of an

alternative dispute resolution system in the Philippines and to establish the

office for alternative dispute resolution and for other purposes. Available at:

http://www.chanrobles.com/republicactno9285.html

References



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conflict lecture rev 8b

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