LYCEUM – NORTHWESTERN UNIVERSITY

Tapuac District, Dagupan City

INSTITUTE OF GRADUATE AND PROFESSIONAL STUDIES
DOCTOR of PHILOSOPHY major in EDUCATIONAL MANAGEMENT

NAME: JUMELYN B. DE LUNA

SUBJECT: CONFLICT MANAGEMENT

1. Two of the teachers were both teaching grade 11 English, The Year of the Research Paper.

Though the students were clear on paper, namely on the rubric they had created, one of the teachers

later learned that the other teacher was only requiring two pages, when they originally on three –

to – five-page papers. She had changed other requirements, too, like the amount of in class time

she was allowing her students to work. It was difficult to field student and parent questions like,

“Why are we doing so much more?!”

2. a. Intraorganizational conflicts

One of my friends said that she was in the teachers’ lounge making copies for her class.

She overhears two teachers disclosing confidential information about one of her students. She

informs them that they should not disclosing confidential information about students, and one of

the teachers tells her, “Mind your own business”. Based on the scenario itself the

intraorganizational conflict means conflict between my friend and one of the teachers who said

mind your own business.

b. Interorganizational conflicts

In our school we are divided into 3 groups (we have Luzon, Visayas, Mindanao). Those

who are staying in Visayas they are the people who always making a problem regarding on other

groups and why? They are “pakitang tao” translated as “letting people see”, with an element of

showing off. One where employees try to impress the Principal, to show that they’re working hard.
The problem is that the more “pakitang – tao” involved, the more likely the employee is not to be

at par, meaning when the Principal not looking, they end up not doing anything or, worse, doing

everything else except their work. Some of them are obsequious man. They tend to talk to the

principal to clean their self and talk about other people.

3. Conflict Resolution 1: Avoidance Style or impersonal tolerance style

Avoiding is when people just ignore or withdraw from the conflict. They choose this method when

the discomfort of confrontation exceeds the potential reward of resolution of the conflict. While

this might seem easy to accommodate for the facilitator, people aren’t really contributing anything

of value to the conversation and may be withholding worthwhile ideas. When conflict is avoided,

nothing is resolved. This style is the worst.

Conflict Resolution 2: Aggressive Argumentation Confrontation Style

They’re assertive and not cooperative. This method is characterized by the assumption that one

side wins and everyone else loses. It doesn’t allow room for diverse perspectives into a well-

informed total picture. This is not advisable. It’s what can happen when people feel like they aren’t

being listened to and start being assertive.

Conflict Resolution 3: Human Accommodation Style

Accommodating is a strategy where one party gives in to the wishes or demands of another.

They’re being cooperative but not assertive. This may appear to be a gracious way to give in when

one figure out s/he has been wrong about an argument. It’s less helpful when one party

accommodates another merely to preserve harmony to avoid disruption. Like avoidance, it can
result in unresolved issues. Too much accommodation can result in groups where the most

assertive parties commandeer the process and take control of most conversations. Giving more

favor but the work was neglected.

Conflict Resolution 4: Collaborative Problem-Solving Style

Collaborating is the method used when people are both assertive and cooperative. A group may

learn to allow each participant to make a contribution with the possibility of co – creating a shared

solution that everyone can support. A great way to collaborate and overcome conflict is to reach

out and touch them.

Conflict Resolution 5: Viable Solution Style

Participants are partially assertive and cooperative. The concept is that everyone gives up a little

bit of what they want, and no one gets everything they want. The perception of the best outcome

when working by compromise is that which “splits the difference.” Being fair, even if no one is

particularly happy with the final outcome.