conflict resolution techniques

Conflict Resolution Techniques

Table of Contents

I. Introduction 5Definition of conflict 5

II. Types of conflict 5A. Relationship conflict 5B. Data conflict 5C. Interest conflict 6D. Structural conflict 6E. Value conflict 6

III. Conflict Handling Styles 7A. Problem solving 7B. Forcing 8C. Avoiding 8D. Yielding 9E. Compromising 9

IV. Positive effects of conflict 10A. Stimulation of a search for new facts resolution 10B. Increase in group cohesion and performance 10C. Assessment of power ability 11D. Diffusion of more serious conflicts 11E. Provide creative and innovative ideas 11F. Add variety to ones organizational life 11G. Satisfy certain psychological needs 11H. Motivate individuals to do better and to work harder 11I. Positive change in society 12J. Renewal in relationships 12K. Better ideas produced 12L. Long standing problems

brought to the surface and resolved 12M. A chance for the people to check their capacities 12

V. Negative effects of conflict 12A. Conflicts affect individuals

and organizational performance 12B. In a conflict situation people may promote

their self-interests or personal gains at the cost of others or the organization 12

C. Intense conflicts over a prolonged period affect individuals emotionally and physically and give rise to 13

2 Conflict Resolution Techniques

D. Time spent on conflicts ,if coasted , could mean considerable amount of money wasted 13

E. Conflicts may lead to work sabotage, employee morale problems, and decline in the market share of products/services and consequent loss of productivity 13

F. Decrease in production 13G. Increase in productivity 13H. Some people feel defeated and demeaned 13I. Individuals and groups concentrate

on their own narrow interests 13J. Resistance developed rather than teamwork 13K. Restricted areas increase 14L. Increase in the possibilities of violent conflict 14M. Increase in stress people 14

VI. Conflict control 14A. Avoidance 14B. Alteration 14C. Feedback 14D. Help with consequences 14

VII. Structural approaches 15A. Locating a super ordinate goal 15

VIII. Reducing differentiation 15

IX. Better communication/understanding 17A. Identify the problem 17B. Come up with several possible solutions 17C. Evaluate these alternative solutions 17D. Decide on the best solution 18E. Implement the solution 18F. Continue to evaluate the solution 18

X. Reducing interdependence 19A. Positive 19B. Negative 19C. Increase resources 19

XI. Blake and Moon theory 20

XII. Resolving conflict through Negotiation 20


XIII. Bargaining-Zone-Model of Negotiation 21A. Initial-offer point 21B. Target point 21C. Resistance point 21

XIV. Situational Influences on Negotiation 21A. Location 21B. Physical setting 22C. Time passage and deadlines 22D. Audience characteristics 23

XV. Negotiation skills 23A. Preparation and goal setting 23B. Gathering information 23C. Communicating skills 24D. Making concessions 24

XVI. Third party conflict resolution 25A. Arbitration 25B. Inquisition 25C. Mediation 25

XVII. Conclusion 26


Introduction

It is a fact that in groups of people with different philosophies and personalities, there

is a strong possibility to have personal conflicts and disagreements. The simplest and

most known definition of conflict is ‘’two or more sets of needs pulling in different

directions’’ (Cornelius et al., 1992). Conflict has the potential for either great deal of

destruction or much creativity and positive social change and the manner in which

conflict is handled determines whether it is constructive or destructive. But before we

emphasize that much on conflict, we should first define the types of conflict.

There are five types of conflict:

Relationship Conflict

Relationship conflict occurs because of the presence of strong negative emotions,

misperceptions or stereotypes, poor communication or miscommunication, or

repetitive negative behaviors. Relationship problem often result to unnecessary

escalating spiral or destructive conflict.

Data Conflict

Data conflict occurs when parties lack information which is deemed necessary to

make the correct decisions, are misinformed, disagree on which data elements are

relevant to the issue, interpret information differently or have competing attitude and

assessment procedures. Some data conflicts may be unnecessary since they are caused

by poor communication between the parties in conflict. It is important to mention that

most data conflicts have ‘’data solutions’’ meaning that it is only enough to get the


correct information in order to reach a point of effective communication and

agreement.

Interest Conflict

Interest conflicts are caused by competition over perceived incompatible needs.

Conflicts of interest result when one or more of the parties believe that in order to

satisfy their needs and interests, the interest of another party must be sacrificed.

Interest-based conflicts occur over substantive issues, such as money, physical

resources, time etc, procedural issues meaning conflict over the way a dispute can be

resolved, and psychological issues in terms of trust, fairness and respect. For such a

type or conflict to be resolved, parties should be assisted to express their interests and

desires so as for those to be jointly addressed.

Structural Conflict

Structural conflicts are caused by forces that are external to the people involved in the

dispute. Limited physical resources or authority, geographic constraints (distance or

proximity) time (too little or too much), organizational changes, and so forth can

make structural conflict seem like a crisis. It can be very helpful to assist parties to

appreciate all the external forces bearing upon them. Structural conflicts usually have

structural solutions.

Value Conflict

These types of conflicts are caused by perceiving or actual incompatible belief

systems. Values are beliefs that people use to give meaning to their lives. Value

conflict arises when people try to force one set of values to others. Of course one can

understand that it is of no use to try to change the values during short and strategic


mediation interventions. But it can be very helpful to support each party to express

their own values and beliefs in order for the other party to acknowledge them.

Conflict Handling Styles

Furthermore, several different conflict handling styles exists. The most common one

is the five-category model.

Problem solving

Problem solving is when both parties try to find a common ground in order to find a

solution that is acceptable. This is a win/win orientation problem solving because both

persons are happy with the outcome of the conflict. This problem solving technique is

more probable to happen in cases where the interests of the two sides are not directly


Forcing Problem solving

Compromising

Avoiding Yielding

High

High

Low

Low Cooperativeness

Assertiveness

opposing. The two parties have to have trust to each other, in order to share the

information needed and in order for the conflict to be solved. It may also happen

when the two sides don’t wan to have full responsibility or the “ownership” of the

solution. As well while one side is open to new information that may lead to new

options.

Sharing information is not always easy to be done since each side might want the

information for the benefit of its own. This process takes lots of time and consumes

too much energy.

Forcing

Forcing is used when one party wants to win at the expense of the other party. This is

a typical win / lose oriented conflict handling style. The more the one side wins, the

more the other party loses. Forcing is usually preferred when the one side is

convinced that the position it holds is the right one. It is also preferred when the

dispute needs a quick resolution and there is not enough time for solving the problem

that has arise. Forcing may cause major interpersonal conflict and damage long term

the relationship between the two sides. The loser of forcing may look for retaliation.

Avoiding

This is a no winners / no loser’s situation. Avoiding mostly is happening when there is

low concern from both parties. It is a good way to overcome a problem that is going

to fade as the time goes by. Avoiding also happens when the two sides have been

emotionally charged, for instance a personal issue that is appropriate to be solved

inside the working place. It can even happen when the cost to resolve the situation is


more than the benefit. The problem of avoiding a conflict is that it doesn’t resolve the

problem and it can even cause a bigger problem for the other side.

Yielding

This is an I win / you lose situation. Yielding is happening when one side gives in

completely to the other side without any complain. This might happen in a case where

the one side has no interest at all or in the case the other side is much more powerful.

It can also happen when the one side has not a clear and well organized opinion, or

realizes in the procedure that it has a wrong opinion. Yielding might happen when the

one side is willing to let the other one to learn by mistake or when the harmony

between the two sides is more important than an argument. The problem with yielding

occurs when the other side will expect the same attitude at the next conflict, while the

influence over that person will have been lost.

Compromising

This is a win some / lose some technique. Compromising takes place when the two

sides have equal power and they are equally committed to their goals. The two parties

search for a middle ground and make equal concessions on individual parts of

complex issues. This can happen when the two parties lack of time to solve the

problem or there is lack of trust to do so. Compromising may not work if initial

demands are too great.

It’s up to the person which conflict – handling style to apply. There are two

generalizations regarding which technique is preferred among different cultural

groups and people of different gender. People who come from more collectivist

countries tent to manage disagreements easier because the well being of their group is


more important than their own. On the other hand people from low collectivism

countries find it more difficult to handle situations when an interpersonal problem

occurs. Regarding the gender, men tend to use more the forcing approach while

women use more compromising conflict – handling styles.

Positive effects of Conflict

Conflict releases energy at every level of human activity, energy that can produce

positive, constructive results. Conflicts also provide opportunities to test one’s own

abilities. Every organization must have faced internal and external conflicts from the

time of its inception. However, organizations that resolved their earlier conflicts in

positive and constructive ways have survived, grown and prospered because they

benefited from their learning experiences.

Stimulation of a search for new facts resolutions

When two parties who respect each other face a conflict situation, the conflict

resolution process may help in clarifying the facts and stimulating a search for

mutually acceptable solutions.

Increase in group cohesion and performance

When two or more parties are in conflict, the performance and cohesion of each party

is likely to improve. In a conflict situation, an opponent's position is evaluated

negatively, and group allegiance is strongly reinforced, leading to increased group

effort and cohesion.


Assessment of power or ability

In a conflict situation, the relative ability or power of the parties involved can be

identified and measured.

Diffusion of more serious conflicts

Games can be used to moderate the attitudes of people by providing a competitive

situation which can liberate tension in the conflicting parties, as well as having some

entertainment value. In organizations where members participate in decision making,

disputes are usually minor and not acute as the closeness of member’s moderate’s

belligerent and assertive behaviour into minor disagreements, which minimizes the

likelihood of major fights.

Provide creative and innovative ideas

Employee benefits of the preset day are an outcome of the union-management

conflicts over the past decades.

Add variety to one’s organizational life

Otherwise work life would be dull and really boring with bad consequences.

Satisfy certain psychological needs

Like dominance, aggression, esteem, ego and thereby provide an opportunity for the

constructive use and release of aggressive.

Motivate individuals to do better and to work harder


It is obvious that through a conflict all employees are going to work harder and better

and that is because after a conflict all of them would like to pretend that nothing has

changed and they will do even more to prove that.

Positive change in the society

Renewal in relationships

Better ideas produced

With conflict, problems like bounded rationality, satisfying, intuition and escalation

of commitment are erased and therefore more different ideas are likely to be

questioned, argued and finally agreed on an issue.

Long standing problems brought to the surface and resolved.

A chance for the people to check their capacities

Negative Effects of Conflict

Negative events produce strong and rapid physiological, emotional and social

responses.

Conflicts affect individual & organizational performance

Resolving conflicts consumes a considerable amount of managerial time & energy,

which could be more productively spent in the absence of conflicts.

In a conflict situation people may promote their self-interests or personal

gains at the cost of others or the organization.


For example, a union leader may call for a strike to assert his superiority or to

stabilize his leadership.


Intense conflicts over a prolonged period affect individuals emotionally &

physically& give rise to psychosomatic disorders.

Time spent on conflicts, if costed, could mean considerable amount of

money wasted.

In large organizations, the expression “time is money” is a really important code, so

the time lost in most cases of conflict is also lost of money and will lead to greater

disasters.

Conflicts may lead to work sabotage, employee morale problems, and

decline in the market share of product/services &consequent loss of

productivity

Due to the fact that people are made of emotions and unpredictable characters, all

these behaviors are possible outcomes of a conflict situation.

Decrease in production.

Increase in productivity.

Some people feel defeated and demeaned.

After a “fight” people who have weak character may feel defeated and lose their ego

and that would make them feel useless and hopeless.

Individuals and groups concentrate on their own narrow interests.

Resistance developed rather than teamwork.

It is obvious that in a conflict there is no way to create a functional team that will

support a task. It is more likely to create a climate of hostility.


Restricted areas increase.

After a conflict people get more cautious about others, they protect their files, and

laptops from their colleges because of the fear that they will be stolen and used

against them.

Increase in the possibilities of violent conflict.

Increase in stress in people.

It is a consequence that is inevitable to happen after a conflict because either their

afraid of what will happen about their position, or they afraid about their colleges

future behaviors.

Conflict Control

Avoidance:

Avoid situations where conflict occurs, reduce triggering events, cooling off periods.

Alteration:

Change the form or place of the conflict

Feedback:

Help parties to understand how others are affected.

Help with consequences:

Provide support, more rest, and more thinking time.


Structural Approaches

Locating a super ordinate goal

Super ordinate goals are greatly appetence by several departments and can only be

achieved by combining the energies and resources of all involved. The introduction of

a super ordinate goal will create a cooperative collocation in which departments may

interact on problems of joint interests, develop propitious attitudes and desires to

achieve solutions that are mutually satisfactory. The introduction of a super ordinate

goal adapts a conflict between departments to affable interactions.

The logic of introducing a super ordinate goal related to the definition of a conflict. If

conflict develops from the perception of incompatible goals, then cooperation would

be seniority from common goals. To be successful in resolving interdepartmental

conflict, a super ordinate goal must be importance that departments can forget their

differences and work together. It must involve several episodes taking into account

the time dimension and it must be appeared by a third party. The cumulative efforts of

developing cooperative activities are an important determinant of successful conflict

management between departments.

Reducing differentiation

Toyota drums out differences

“Employees at Toyota Motor Sales U.S.A. are drumming out their differences in the

car company’s drum room. Typically in groups of 15 to 50 from one department,

employees bang on various percussion instruments. Most groups soon find a common

beat without any guidance or conductor”.


“Doug Sole leads a group of employees in Toronto in a drum circle. Drum circles

encourage participants to learn how to cooperatively work together in unstructured

workplaces. They also improve mutual understanding”.

Some techniques to decrease the dysfunctional conflict between the employees is to

disturb sources of different values and beliefs, move employees around to different

jobs-departments and regions. Other ways to diminish differentiation were to have the

employees common dress code/status, with this way they avoid the graceless


comments, one other way is to have communal work experiences, as the examples

above.

Better communication/understanding

Identify the Problem.

The goal at this initial level is to say what you want and to listen to what the other

people wants. Define the ideas that you both agree on, as well as the ideas that have

caused the disagreement. It is important to listen actively to what the other is saying.

Come Up With Several Possible Solutions.

This is the brainstorming situation. Plan on the points that you both agree on and your

shared goals generate a list of as many ideas as you can for solving the problem,

regardless of how feasible they might be. Aim toward quantity of ideas rather than

quality during this phase, and let creativity be your guide.

Evaluate These Alternative Solutions.

Now go through the list of alternative solutions to the problem, one by one. Consider

remaining solutions until the list is narrowed down to one or two of the best ways of

handling the problem. It is important for each person to be honest in this phase. The

solutions might not be ideal for either person and may involve compromise.


Decide on the Best Solution.

Select the solution that seems mutually acceptable, even if it isn’t good for either

party. As long as it seems fair and there is a mutual commitment to work with the

decision, the conflict has an opportunity for resolution.

Implement the Solution.

It is important to agree on the details of what party must do cooperate, who is

responsible for implementing various parts of the agreement, and what to do in case

the agreement starts to break down.

Continue to Evaluate the Solution.

Conflict resolutions should be seen as works in progress. Make it a point to ask the

other person frequently how things are going. Something unexpected might have

happen or some part of the problem may have been overlooked. Your decisions

should be open to revision, as long as the revisions are agreed upon mutually.

There are two warnings, however: First consider communication/understanding after

differentiation and second a Western strategy that may conflict with values/traditions

in other cultures.


Reducing interdependence

Reducing task interdependence between groups and assigning clear work

responsibilities to each group is one of the ways of redesigning organizations. This is

an effective method to resolve intergroup conflicts.

Positive:

This approach is effective when the work can be clearly divided into distinct segments

or projects

Negative:

This strategy could sometimes result in duplication of work and also is wastage of

resources. Again, creativity is curtained, as work areas are restricted and thus the

response to create ideas also gets restricted.

Increase resources

One way to manage conflicts, accrue out of competition for limited resources, is to

distend the availability of scarce resources. In this method, the positive is to facilitate

each conflict party to be glorious, and the negative that the resources rarely exist in

such quantities that they can be distend so easily.


Blake and Mouton theory

“Blake and Mouton accept that the most important aspect of a successful conflict

management strategy is the attempt to shift the behavioural and attitudinal

components of a relationship from a competitive to a cooperative orientation. They

do, however, suggest that both the common enemy and the super ordinate goal

approaches fall short of the need to achieve a genuine conflict resolution. This is

because both can be seen as being mainly temporary in character, both are primarily

defensive and both strategies may widen a conflict by externalizing it”.

Resolving Conflict through Negotiation

In simplest terms, negotiation is a discussion between two or more disputants who

are trying to work out a solution to their problem. This interpersonal or inter-group

process can occur at a personal level, as well as at a corporate or international,

diplomatic level. Negotiations typically take place because the parties wish to create

something new that neither could do on his or her own, or to resolve a problem or

dispute between them. The parties grant that there is some conflict of interest between

them and think they can use some form of influence to get a better deal, rather than

simply taking what the other side will willingly give them. They prefer to search for

agreement rather than fight openly, give in, or break off contact.


Bargaining-Zone Model of Negotiation

Bargaining-Zone Model of negotiation is the range or area in which an agreement is

suitable to both parties involved in the negotiation process. It is essentially the overlap

area in the low and high range that each party is willing to pay or find acceptable in a

negotiation. Bargaining-Zone also can be applied when both parties gain from the

negotiation. The main negotiating points are three:

Initial-offer Point is the opening offer from one side to another. The initial

offer is a crucial aspect in the process of most negotiations.

Target point is the expected conclusion, the goal that a party wants to

achieve. In simplest terms, target point defines a negotiator’s most desired

outcome.

Resistance Point is the point that a party will not accept any further

negotiation.

Situational Influences on Negotiations

Negotiations are influenced also from situational factors. We are going to present the

four most important factors which are location, physical setting, time passage and

deadlines, and finally audience characteristics.

Location: The most widely held view is that negotiators are at an

advantage holding the proceedings on their own territory. The principal

advantage of home negotiations is that of saving time, energy and


expense. Modern-day buyers often have to fit a dozen meetings into a

day. There is much to be said as well for holding the negotiation on

neutral territory such as a hotel, especially if both sides need to cool

things down or the choice of territories has become an ego issue. There

again, however, matters such as who gets there first, who pays the room

hire or who picks up the entertainment tab can become a bone of

contention.

Physical Setting: Is an important factor through negotiation process

while the physical distance between both parties could influence the

performance of the parties and the result of negotiation. Face-to-face

negotiation is more likely to conclude in win-lose result, in contrast,

when negotiators sit around the table when is more likely to have a win-

win orientation.

Time Passage and Deadlines: When a party waist a lot of time for

concessions then the possibilities of a succeed negotiation are higher.

However, as more time people spend, the higher is the threat of failure

because of the escalation of commitment. Deadlines almost always have

a significant impact on negotiations. Different types of deadlines impact

negotiations in vastly different ways. Short deadlines increase pressure,

tension, competition and are often used by those hurt by the passage of

time and with little interest in a future relationship with their

counterparts. By contrast, longer deadlines tend to decrease pressure,

tension, competition. Longer deadlines also help those creatively

working together to resolve mutual problems.


Audience Characteristics: Many times during the negotiation process

there is public watching the process. Such as members of the parties,

executives or the general public. It has been observed that while there is

public during negotiations, parties act differently.

Negotiation Skills

Preparation and Goal Setting: Parties have more succeeded

negotiations when they plan and set goals. Negotiators develop

strategies for each phase of the negotiation process: opening, middle

game, and end game. They understand that, from there, strategies have

to be flexible because how their opponents respond to opening offers is

unpredictable. Nevertheless, they plan ahead as much as possible.

However, results will tend to hover at a point just above this minimum

acceptable level. With experience, a negotiator should be able to keep

both his/her goal and bottom line in view at the same time without

losing the goal focus.

Gathering Information: Is essential of understanding the opponents

first. The information learned from each negotiation, provides

situational feedback. That requires to listen and to ask the other party for

details. The party should evaluate people, interest, options and position.

That means to separate the people from the problem, focus on interest

but not position, generate a variety of possibilities before deciding and

insist that the result be based on some objective standard what to do.


Communicating Skills: Without lines of communication there can be

no negotiation. Therefore, this rule is essential. Lines of communication

are the life-blood of a negotiation. To ease the stress of negotiating and

improve the chances for a successful result, establish rapport with your

opponent, and build on that foundation. This is especially important in

cases where the parties will have a long-term relationship after closure.

A successful negotiator should know how to communicate effectively.

There are three factors that are important to be done. First, negotiators

should be cooperative, should listen and finally to pare down large

groups.

Making Concessions: Concessions are important because they are a

great opportunity to achieve an agreement, second, symbolize parties’

motivation and finally, let the other party know about the importance of

negotiating items. Someone in a negotiation gave away a concession.

It's an interesting phrase 'gave away' because good negotiators, whether

professional or amateur, rarely give away concessions. Some, as a point

of principle, never 'give away' a concession. Someone with good

negotiating skills 'trades' concessions. Therefore good negotiators put a

value on that concession and will exchange it for something they want

in return.


Third Party Conflict Resolution

Third party conflict resolution can be defined as any attempt to help parties solve their

differences. Three types of resolutions can achieve this:

Arbitration

Arbitration is a form of alternative dispute resolution (ADR) and is a legal technique

for the resolution of disputes outside the courts, wherein the parties to a dispute refer

it to one or more persons (the "arbitrators", "arbiters" or "arbitral tribunal"), by whose

decision (the "award") they agree to be bound. It is a settlement technique in which a

third party reviews the case and imposes a decision that is legally binding for both

sides. Most often executives in organizations engage in this strategy for the conflict

resolution. This type or resolution is applied as the final stage or grievances by

unionized employees and is also becoming more common in nonunion disputes.

Inquisition

This type or conflict resolution has the overall control over the discussion for the

dispute. Inquisitors have high decision control and can choose the resolution method.

Moreover they can choose which information should be examined.

Mediation

Mediators control the intervention process and manage the context of interaction

between the conflict parties. However and opposing to the other two resolution types,

in this third and last type the parties make the final decision on how to solve their

dispute. Thus mediators have little or no control over the decision.


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

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

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

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

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

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

Conclusion

Concluding, one can say that conflict is an inevitable fact of real life. Satisfaction

productivity of organization relationships can be improved by effectively managing

and understanding conflict. People nowadays are afraid of conflict resolution because

of lack of personal courage or because they are afraid they will not be able to achieve

their goals if the other party achieves their own. In organizations, it is a fact that the

conflict never disappears. It depends on the manager to effectively solve a conflict

between the employees by mediating them and at the end resolving them.

Furthermore a manager should see in a conflict the opportunity to increase workplace

performance. His role should be not only to eliminate disagreements but also to learn

how to manage conflict constructively. If this is done and as long as people listen

carefully and explore the facts that result in disagreement, conflict can often be

resolved effectively.


Bibliography

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http://www.docstoc.com/docs/10634425/Communications-management

http://www.faqs.org/patents/app/20080271070

http://library.findlaw.com/2001/Jan/1/130785.html


http://library.findlaw.com/2001/Jan/1/130785.html

http://www.faqs.org/patents/app/20080271070

http://www.docstoc.com/docs/10634425/Communications-management

http://trosenblat.surveyor.nber.org/papers/Files/NegotiationJournal/dictatorgames.pdf

http://trosenblat.surveyor.nber.org/papers/Files/NegotiationJournal/dictatorgames.pdf

http://nosh.northwestern.edu/externalfunded/Steelcase97.pdf

http://www.beyondintractability.org/essay/negotiation/

http://www.the-cost-reduction-consultant.com/whatisnegotiation.html

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