Name : Rafinal Wathan Class : K Business Administration 2019

NIM : 195030200111045 Course : Negotiation & Conflict Resolution

The Summary of Conflict Management

Oachesu Madalina

Conflict is one thing that usually happens, especially when someone works as a group/organization.
Most managers spend a lot of their working time dealing with conflicts or the impact of people-related
issues. Mismanagement of conflict can lead to the channeling of a variety of negative energies into the
workforce, misdirected communication errors that must be corrected, ultimately leading to missed
opportunities. It is difficult to quantify the losses associated with organizational conflict. Conflict is
complex, because it involves several interactions of cognitive, psychological, physiological, and contextual
dynamics. Most conflict theories take only a psychological and/or economic approach to understanding and
managing conflict.
Definition of Conflict
According to Tschannen-Moran (Tschannen-Moran, 2001), Conflict refers to some form of
friction, disagreement, or dispute that arises between individuals or within a group when the beliefs or
actions of one or more group members are opposed by or unacceptable by one or more other group
members. Conflict is concerned with the opposing ideas and actions of different entities, thereby producing
an antagonistic state.
Types of Conflict
Because of the diverse and varied definitions of conflict, attitudes towards it and images of its role are
also varied. Conflict is an expression of hostility, antagonism and an understanding between the staff
members (Axley Stephner R. Communication at Work) Bearing all in mind, conflict is classified into the
following four types:

• Intrapersonal conflict occurs within an individual. The experience takes place in the person’s
mind. Hence, it is a type of conflict that is psychological involving the individual’s thoughts,
values, principles and emotions.
• Interpersonal conflict refers to a conflict between two individuals. This occurs typically due to
how people are different from one another.
• Intra-group conflict is a type of conflict that happens among individuals within a team. The
incompatibilities and misunderstandings among these individuals lead to an intra-group conflict
• Inter-group conflict takes place when a misunderstanding arises among different teams within an
organization.

Science and “Art” – diagnosing conflict

Everyone especially those who are in an organization usually encounters conflict every day, but
most people think that diagnosing conflict is just a science, but it also includes "art." The general assumption
is that we understand the reasons for the conflict as well as how to resolve it. However, many conflicts may
be incomprehensible and therefore unresolved. There is no secret formula that will solve all conflicts. The
goal of any conflict resolution practice (as with any practice of medicine, law, engineering, etc.) is to first
diagnose what the cause of the conflict is, and then seek solutions to resolve the conflict. Conflict theory
guides a person's diagnosis and, diagnosis tells us about solutions and treatments. However, theory alone is
not sufficient for an effective diagnosis (Schellenberg, James, 1996). In general, theoretical knowledge
serves as a framework, but the application of such theories requires specialized knowledge, experience
associated with that knowledge, and suitable tools to solve specific problems. Nor can we fix all problems
with just one tool or one theory, this misconception arises from the fact that everyone has a limited point
of view. In a sense, everyone is right, honest, and honest in their point of view, but everyone is equally
incomplete and limited in their ability to understand a problem.
To understand the interrelationships between communication and conflict Krauss Robert and
Morsella Ezequiel are based on the idea that organizational conflict management involves diagnosing and
intervening in conflicts at the affective level of interpersonal, intra-group, or intergroup styles different
from their management. The diagnosis should highlight where intervention is needed and what type of
intervention is appropriate. Usually, interventions aim to:
• Maintaining a state of constructive moderate conflict;
• Reducing emotional conflict of any kind and at any level;
• Organizations enable members to choose and use appropriate strategies to manage conflict in
certain situations where possible.
Knowledge development, organization, and efficiency can be achieved through proper diagnosis
and appropriate conflict intervention. Although some people believe that conflict is sometimes beneficial
for organizations, most people also think that conflict should be avoided and minimized as much as
possible.
The Premise of Conflict Resolution from Evolution
Conflict cannot be resolved if we do not understand the cause of the conflict first. But if the
diagnosis develops into something concrete, we will be able to propose alternative solutions. The following
methods and skills will increase one's understanding of how to manage conflict.
In the chronological approach, the first approach to the conflict management process is based on
the premise that all conflicts are potentially destructive and counterproductive to organizational goals.
Therefore, conflict management is synonymous with conflict avoidance. Therefore, most managers see
conflict as a problem that must be removed from their organization. This avoidance approach was dominant
in the second half of the nineteenth century. Conflict management functions in planning steps to avoid
conflict whenever possible, and taking prompt and effective action when it is created.
Conflict Management Styles
There are several ways to handle the conflict management process. To explain the modalities of
engagement in conflict, we can use the Blake and Mouton grid. The two authors establish the typical
reactions of individuals in the face of organizational conflict. Figure 1 illustrates the behaviors, behaviors
that shape, in fact, managers' decisions about how to approach and manage conflict, namely the struggle
for avoidance, adaptation, collaboration, or compromise (Baro, Robert 1992).
Each of these modes can be characterized on two axes, namely assertiveness and cooperation.
Specialists say that the application of each of these models depends on the time and conditions of the
occurrence of the problem. In conclusion, it is important for managers to know how to distinguish the
appropriate types of conflict management methods depending on their status and values and the entity
involved. The following is an explanation of these models:
- Fight. Fight is a conflict management model based on a high level of assertiveness and a very low
level of cooperation. In adopting such a conflict management method, managers need to have skills,
such as: argumentation and debate, exploitation of rank or position, proper evaluation of choices
or feelings, maintaining a calm and clear expression of position (Stoica-Constantin Ana, 2008).

- Avoiding, is a way of dealing with conflict by avoiding assertiveness characterized by low and high
levels of cooperation where many people tend to avoid conflict for fear of being involved in tense
situations or because they lack confidence in their ability to manage conflict. This method of
conflict management is appropriate when we encounter small conflict situations to reduce tension
or to gain time, or when the person in the position to manage the conflict is lower in the hierarchy.
Avoiding conflict requires the ability to withdraw, the ability to avoid tension, and a sense of
planning in terms of timing (Donohue, & Kolt, 1992).

- Adaptation, is a model that involves low assertiveness and high availability for cooperation. This
model is recommended to establish arrangements for managing conflict by adapting if necessary
the expression of reasonable attitudes, developing performance, maintaining good understanding
and peace. Adaptation involves altruism, obedience to orders, sometimes happiness, for their own
sake (Haridas, 2003).

- Compromise, is a model that involves a moderate level of firmness and cooperation. Some people
define compromise as "getting rid of the things they want," while others believe that both parties’
benefit. Compromise is generally used when the parties to the conflict have equal power.
Compromise can also be used as a temporary solution when there is a time constraint. The skills
necessary for conflict management are adopted by the negotiated compromise that the art of finding
a middle ground is the ability to assess situations and make concessions (Baro, Robert 1992).

- Collaboration, conflict management through a collaboration model is characterized by a high level

of assertiveness and cooperation. Collaboration can be defined as combining ideas to reach the best
solution to a conflict. The best solution is defined as the creative resolution of the conflict, a solution
that is not produced by one person. Given this positive conflict resolution, one might think that
managing conflict through cooperation is the best way (Haridas, 2004).

There are several things that must be considered in choosing a conflict management strategy in order to
obtain optimal results:
• The seriousness of the conflict; (whether it needs to be handled immediately or not);
• Considered the appropriate result;
• Power is enjoyed by managers;
• Personal preferences.