CONFLICT MANAGEMENT/RESOLUTION

Definitions

Conflict originally meant to “strike at another, to fight with an enemy or to do battle with
an opposing force.” Today it also means “to be antagonistic towards others or to be in sharp
disagreement with others.” The ability to successfully manage conflict within oneself and
between persons reduces antagonism, disagreement and dislike. How a person manages his
inner conflicts has a direct impact on how he lives and deals with others. A person who
manages inner conflicts well, tends to transfer his stability and emotional strength to his
associates. This is why it is important for us to learn how to manage our inner conflicts in a
positive way before we try to help manage other’s conflicts.

Sources of Conflicts
1. Power struggles
2. Ethnical dilemma
3. Communication barriers
4. Role conflict
5. Work overload
6. Shared resources

Types of Conflict
1. Intersender conflict -originates in the sender who gives conflicting instructions or expects
conflicting or mutually exclusive behavioral responses.
2. Intersender conflict -arises when an individual receives conflicting messages from two or
more sources.
3. Interrole conflict –can occur when an individual belongs to more than one group.
Simultaneous, multiple roles within the same organization or the conflicting expectations
that result from being a member of more than one organization are sources of conflict.
4. Person-role conflict-is the result of disparity between internal and external roles. An
individual has perceived roles and expectations based on one’s values and perceptions
of oneself. When one’s values, needs or capabilities are incompatible with the role
requirement.
5. Interperson conflict –is common between people whose positions require interaction with
other persons who fill various roles in the same organization or other organizations.
 6. Intragroup conflict –occurs when the group faces a new problem, when new values
imposed on the group from outside, or when one’s extragroup role conflicts with one’s
intragroup role.
7. Intergroup conflict –common where two groups have different goals and can achieve
their goals only at the other’s expense.
8. Role ambiguity –a condition in which individual do not know what is expected of them,
frequently occurs in organizations. Inadequate job description and the incomplete
explanations of assigned tasks contribute to role ambiguity and produce uncertainty and
frustration.
9. Role overload –the person is unable to accomplish so much within a limited time period.

Stages of Conflict
 Latent –antecedent conditions predict conflict behavior.
 Perceived –cognitive awareness of stressful situation exists.
 Felt –feelings and attitude are present and affect the conflict.
 Manifest –overt behavior results from three earlier stages.
 Resolution –tension is decreased, negotiation is done, and problem solving is done to
find beneficial and mutually agreeable solutions.
 Aftermath –negotiation, peace building, and reconciliation may prevent reoccurrence of
the conflict, or the conflict could reoccur and escalate again.

Approaches to Conflict Resolution

All conflict has a resolution. However, not all conflict resolution is successful. For conflict
resolution to really take place, and be successful, both parties need to have the sense that the
resolution was fair and in their best interest.

Approach Description When to use

Problem - The problem-solving approach involves
Solving supporting the individuals involved in the
conflict to help them consider all the
options and find the best solution.
Sometimes refered to as the
Confrontation approach.
Comprise Comprise involves working out a middle
This approach should be employed in
situations where there is not a clear
concise agreed to solution, and there
is time to allow the parties to
collaborate and innovate. For this
approach to work, it is also important
that the conflicting parties both bring
ideas and creativity to the problem.
This approach should be employed in
Approach Description
ground that satisfies all parties to some
degree. The compromising approach
requires each of the conflicting members
to accede in order to achieve a
resolution.
Smoothing Smoothing de-emphasizes the
differences between points of view and
focuses on commonalities. The
smoothing approach involves minimizing
the importance of the problem at the
heart of the conflict in an effort to make
the conflict seem pointless.
Forcing The forcing approach requires others to
yield to the point of view of one side or
another. It is also called the win-lose
approach and can increase conflict. The
forcing approach involves you, as project
manager, using your influence and
powers within the project team to simply
resolve the issue yourself, making a
decision about the way to move forward.
Withdrawal Withdrawal involves avoiding or
retreating from the conflict or potential
conflict and allowing the involved parties
to work out the conflict on their own. The
withdrawing approach involves giving in
to the conflict by simply refusing to
acknowledge that there is a problem and
declining to discuss it.
Deescalation-Of-Conflict Tactics
 Listening
 Showing tact and concern for others
 Appealing to deescalation
 Goodwill gestures
 Airing feelings
 Negative inquiry
 Metacommunication
When to use
situations when both parties have a
valid but different approach to resolve
the problem or complete the task
hand, or when there is not a best
practice to be followed. By assuring
everyone's perspective is considered
and represented, this approach will
allow a win-win situation to occur.
This approach is particularly useful for
minor or unimportant issues, or issues
that are not critical to project success.
This approach should be used when
time is a critical factor. It is imperative
that the project manager provides the
desired resolution to the conflict. This
approach doesn't solve the conflict, but
it does ensure that things get done.
Because this approach involves
avoiding the problem, it should not be
used very often. It can be a temporary
solution to deal with heated and
emotional conflicts, or it can be used if
the issue isn't relevant to the work of
the project team.
  Responding to all levels of communication
 Fractionalization
 Position paper
 Problem solving
 Establishing outside criteria

Strategies for Conflict Resolution

Win-lose
Postion power
Mental or physical power
Failure to respond
Majority rule
Railroading
Competing

Lose-lose
Compromise
Bribes
Arbitration
General rules

Win-win
Consensus
Problem solving
Collaborating