conflict management

CONFLICT MANAGEMENT

Jonathan M. Carretas, RN., Ll.B. (c)

Conflict

It is an interpersonal process arising from disagreements over the goals to attain or the methods to be used to accomplish goals.

(John Newstrom, 2007)

Causes of Conflicts

Method Goals Task Interdependence Ambiguity of Roles Ambiguity of Policies, Rules Personality Differences Ineffective Communication Competition over Scarce Resources Personal Stress Underlying differences in Attitudes, Beliefs,

and Experiences

Model of Conflicts Resolution Process

Causes of Conflicts

•Organizational Change• Different Values• Threat to Status• Contrasting

Perceptions• Personality Clashes

Perception of Conflicts

• Constructive• Destructive

Participants’ Intentions

• Winning• Losing

Resolution Strategies

• Avoiding• Smoothing• Forcing

• Compromising• Confronting

Conflict Outcome

• Lose-Lose• Lose-Win• Win-Lose• Win-Win

END

Examples of Conflict Resolution

1. Soft words win hearts2. Come now and let us reason this thing together3. The arguments of the strongest always have

the most weight4. You scratch my back, I’ll scratch yours5. The best way of handling conflicts is to avoid

them6. When one hits you with a stone, hit him with

bread7. If you cannot make a person think as you do,

make him do as you think

Examples of Conflict Resolution

8. Better have a half loaf than no bread at all9. If someone is ready to quarrel with you, he

isn’t worth knowing10. Smooth words make smooth ways11. By digging and digging, truth will surface12. He who fights and runs away, lives to run

another day13. A fair exchange brings no quarrel14. Kill enemies with kindness15. Avoid quarrelsome people, they will make life

miserable

Ten Tips for Success

Be Yourself – Cultivate desirable qualities

Be Alert – Look for opportunities to express yourself

Be Positive – Determine your goal and the route to it

Be Systematic – Take one step at a time Be Persistent – Hold you course

J. Maurus

Ten Tips for Success

Be a Worker – Work your brain more than your body

Be a Student – Know your work Be Fair – Treat others as you would like

to be treated Be Temperate – Avoid excess in

anything Be Confident – Have faith in yourself

and in GodJ. Maurus

Activity: Me and My Conflicts and Resolutions

Answer the following questions honestly.

(3 Questions)

1. Identify / narrate the conflicts or problems you encountered since 1st Year College up to the present. Include your recent experiences before or during Intrams/College Week.

2. How did you resolve the conflicts?3. What lessons did you learn from it?

Conflict

The consequence of real or perceived differences in mutually exclusive goals, values, ideas, attitudes, beliefs, feelings, or actions

• Intrapersonal conflict: Within one individual• Interpersonal conflict: Between two or

more individuals• Intragroup conflict: Within one group• Intergroup conflict: Between two or more

groups

Conflict (continued)

Conflict is dynamic It can be positive or negative A certain amount of conflict is

beneficial to an organization Aggressive behavior can occur Scapegoating may occur Conflict may be covert and

inappropriate

Conflict (continued)

Competitive conflict is a victory for one side and a loss for the other side

Disruptive conflict does not follow any mutually acceptable set of rules and does not emphasize winning

Conflict Can Inspire Change By:

Increasing sensitivity to an issue Inspiring people to develop new

ideas or identify new methods for solving problems

Helping people become more aware of tradeoffs, especially costs versus benefits

Motivating people to improve performance, effectiveness, and satisfaction

The Conflict Process

Antecedent Conditions

Associated with increases of conflict Propel a situation toward conflict Based on incompatible goals

Most important antecedent condition to conflict

Individuals and organizations have multiple goals that change over time

Antecedent Conditions (continued)

Role conflicts Defined as other people’s expectations

regarding behavior and attitudes Task interdependence is another potential

source of conflict


Structural conflict Structural relationships (superior to

subordinate, peer to peer) provoke conflict because of poor communication

Competition for resources, opposing interests, or lack of shared perceptions or attitudes


Competition for resources Can be internal or external

Values and beliefs Result from an individual’s socialization

experience

Distancing mechanisms or differentiation serve to divide a group’s members into small, distinct groups, thus increasing the chance for conflict.

Unifying mechanisms occur when greater intimacy develops

Perceived and Felt Conflict

Parties involved view situations or issues from differing perspectives

Perceived conflict Each party’s perception of the other’s position

Felt conflict Negative feelings between two or more

parties

Conflict Behaviors

Result from the parties’ perceived or felt conflict

May take the form of aggression, competition, debate, or problem solving

May include covert behavior Indirect tactics, such as scapegoating,

avoidance, and apathy

Conflict Resolution or Suppression

Resolution: A mutually agreed-upon solution that both parties commit themselves to

Suppression: One person or group defeats the other

Optimal solution: Both parties see themselves as winners and the problem is solved

Filley’s Strategies

Win-lose One party exerts dominance, the other party

submits and loses Lose-lose

Neither side wins Win-win

Focuses on goals and meeting the needs of both parties

Consensus involves attention to facts and the position of the other parties

Integrative Decision Making

Focuses on the means of solving a problem rather than the ends

Most useful when the needs of the parties are polarized

Confrontation Considered the most effective means for

solving conflicts Problem-oriented technique in which the

conflict is brought out into the open Attempts are made to resolve it through

knowledge and reason Goal is to achieve win-win solutions Delivered in private as soon as possible

Other Strategies

Negotiation Involves give-and-take on various issues

among the parties Seeks to achieve agreement even though

consensus will never be reached Can be guided by Levenstein’s ten

commandments for negotiators

Other Strategies

Levenstein (1984) Clarify the common purpose. Keep the discussion relevant. Get agreement on terminology. Avoid abstract principles; concentrate on the

facts. Look for potential tradeoffs. Listen. Avoid debating topics; use persuasive tactics. Keep in mind the personal element. Use logic logically. Look for solutions that satisfy the other person’s

real interests.

Collaboration Mutual attention to the problem, in which the

talents of all parties are used. The most effective method of conflict

resolution. Compromise

Used to divide the rewards between both parties.

Neither gets what he or she wants Lose-lose atmosphere happens because they

are only partially satisfied Competition

An all-out effort to win, regardless of the cost. Uses authority-obedience approach. Enforces rule of discipline. Other

Strategies

Accommodation An unassertive, cooperative tactic used when

individuals neglect their own concerns in favor of others’ concerns

Self-sacrifice Suppression

In situations where conflict is discouraged Could include elimination of one of the

conflicting parties through transfer or termination

Other Strategies

Avoidance Participants never acknowledge that a

conflict exists Used by groups who do not want to do

something that may interfere with their relationships.

Neutrality is maintained Withdrawal

Simply removes one party Smoothing

Complimenting opponent, downplaying differences, focusing on areas of agreement Other

Strategies

Forcing Method that yields an immediate end to the

conflict but leaves the cause of the conflict unresolved

Resistance Can be positive or negative

Other Strategies

Managing Conflict

Conflict management begins with a decision regarding if and when to intervene

Sometimes it is best to postpone intervention Increased intensity can motivate participants

to seek resolution

Rules for Mediating Conflict

Protect each party’s self-respect Do not put blame or responsibility for the

problem on the participants Allow open and complete discussion of

the problem from each participant Maintain equity in the frequency and

duration of each party’s presentation


Encourage full expression of positive and negative feelings in an accepting atmosphere

Make sure both parties listen actively to each other’s words

Identify key themes in the discussion Encourage the parties to provide frequent

feedback


Help the participants develop alternative solutions

At an agreed-upon interval, follow up on the progress of the plan

Give positive feedback to participants

Bullying: A Unique Case of Conflict

Bullying involves abuse of power Several strategies to confront bullies

Don’t blame yourself Learn how to bully-proof yourself Confront the bully Avoid the bully if possible Keep a record

conflict management

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