Conflict theories

Definition:

Conflict: Is a situation that exists when there are differences of opinion or

opposing points of view among persons, groups, or organizations

Causes of conflict

1. Differences in knowledge, skills, 1. Poor communication systems.

values, beliefs, interests, and 2. Personal and financial problems.
power.
3. Pressures related to cost
2. Diversity in gender, age, and containment, effectiveness of
culture. patient care, collective bargaining.
3. Competition for reward. 4. Resistance for change.
4. Conflict roles. 5. Unclear expectations.
5. Clashing objectives. 6. Nurse-doctor relationship.
6. Task interdependencies.
7. Too many rules and regulations.
8. Inequitable allocation of resources.
9. Inadequate orientation and training.
10. Interpersonal friction.
Factors that influence our responses to the situation

1. Cultural backgrounds.
2. Gender.
3. Impressions of the messenger.
4. General knowledge (situational).
5. Previous experiences.

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 Types of conflict
Intrapersonal Occurs within an individual in situations (choose
between two alternatives).
Interpersonal Occurs between two or more individuals.
Intra organizational Occurs within an organization.
Inter organizational Occurs between organizations.
Intra group Occurs within a group.
Inter group Occurs between two or more groups.
Intra sender Occurs within a sender.
Inter sender Occurs between two or more senders.
Intra (person) role Occurs within an individual in situations (disparity
between internal and external roles).
Inter (person) role Occurs when an individual belongs to more than one
group.

Stages of conflict (conflict process)

1. Latent (antecedents) conditions: the conditions implies for conflict e.g.

short staffing, although no conflict has actually occurred and may never
occur.

2. Perceived conflict (substantive): It is recognized as conflict occurring

(intellectualized- felt). Sometimes an individual can resolve conflict at this
stage before it is internalized or felt.

3. Felt conflict (affective conflict): Occurs when conflict is felt and

emotionalized include hostility, fear, mistrust, and anger. It is possible for an
individual to perceive conflict (problem) and not feel (no emotions) attached
to the conflict. Also, possible for someone to feel the conflict, but not
perceive the problem.

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4. The manifest conflict: Action is taken include withdraw, compete, debate,
or seek conflict resolution.

5. Conflict resolution: Implies a solution that satisfies all parties involved in

the conflict. The optimal goal of conflict resolution is to create a win – win
solution. The action that individual takes to resolve conflict is influenced
by:

 Gender: male more aggressive in conflict resolution, meanwhile female use

avoiding strategies.

 Power position: the level of your power and authority, your strategies in
conflict resolution will be differ.

 Culture: people from diverse culture background look to the conflict

resolution differently.

 Age: also affect your strategies in conflict resolution.

6. Conflict aftermath: This may be significant than the original conflict, if the
conflict has not been handled in a constructive manner (the conflict issues
frequently remain and may return later to cause more conflict). .

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 Consequences of conflict
Positive consequences Negative consequences
1. Provide impetus for change. 1. Poor self-concept and mistrust of
2. Provide intellectual and critical others.
thinking. 2. Misuse of resources, time, energy
3. Encourage problem solving. and creativity.

4. Encourage personal growth and 3. Increase hostility.

development. 4. Decrease the ability to achieve the
5. Facilitate personal maturation. objectives.

6. Stimulate creativity and innovation. 5. Decrease in trust and openness.

7. Serve to energize people.

8. Strengthening group's identity and
sense of togetherness.
9. Helps individuals understand their
jobs and responsibilities.
10. Open new communication channels.
11. Equitable distribution of resources
or power.
12. Increase productivity.
13. Produce leaders.
Skills used in managing conflict
1. Establish clear rules and guidelines. 6. Open channels of communication.

2. Create a supportive climate. 7. Emphasize shared interest.

3. Appreciate others and build trust. 8. Work to reach an agreement.

4. Stress resolution. 9. Understand barriers to cooperation.

5. Confrontation. 10. Be a sponge.

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 Conflict management approaches (strategies)

The optimal goals in resolving conflict is creating a win – win solution

strategy for all involved, this outcome is not possible in every situation. A
leader recognizes which conflict management or resolution strategy is most
appropriate for each situation. The choice of the most appropriate
strategy depends on many variables:

1. Situation itself.
2. The urgency of the decision making.
3. The power and status of the player.
4. The important of the issues.
5. The maturity of the people involved in the conflict.

Strategies of conflict resolution

1. Win – Lose: Occurs when one party achieves its’ desires at the expense and
to the exclusion of the other party’s desires.

2. Lose – Lose: Occurs when nobody really gets what they want.

3. Win – Win: Occurs when the two parties gets what they want.

Styles or approach of conflict resolution

1. Competing/Forcing. (Win – lose strategy). An aggressive-combative

strategy in which one party tries to overpower the other parties.

2. Avoiding (lose – lose strategy). Avoidance is uncooperative, unassertive

style involving withdrawal from the conflict.

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3. Collaborating (win – win strategy). It is an assertive and cooperative means
of conflict resolution that result in win-win solution. All parties set aside
their original goals and work together to establish a supra-ordinate our
priority goal.

4. Compromising (win /lose – win / lose strategy). This method involves give
and take. It minimizes the losses for all parties while providing some gains
for each.

5. Accommodating (smoothing) (Lose – win strategy). It is a strategy in

which one party tries to satisfy the interest of the party at his or her own
expense. Smoothing occurs when one party is conflict attempts to
compliment the other party or to focus on agreement rather than differences.

Summary of conflict resolution techniques

Conflict strategies Advantages Disadvantages
Competing Produces a winner; good Produces a loser; may leave
(Win – lose strategy) when time is short and the anger and resentment on
stakes are high. losing side.
Avoidance Conflict may be minor in Conflict can become bigger
(Lose – lose strategy). comparison to other than anticipated;
priorities; allows tempers to
cool.
Collaborating Best solution for the conflict Takes a lot of time; requires
(Win–win strategy) and encompasses all commitment to success.
important goals to each side.
Compromising No one should win or lose May cause a return to the
(win/lose – win/lose but both should gain conflict if what is given up
strategy). something; good for becomes more important the
Disagreements between original goal.
individual
Accommodating One side is more concerned One side holds more power
(lose–win strategy) with an issue than the other and can force the other side
side. to give in.

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 Conflict theories

Early theorists held a negative view of conflict as "a disruptive force"

within organization". In the 1940s, this view of conflict began to change to
recognize the positive aspects of conflict. Contemporary theorists viewed
the conflict as "a creative force". Today, conflict viewed as inevitable, if
recognized and properly managed, capable of contributing positively to the
operation of an organization.

1) Karl Marx (1818-1883): This theory describes conflict as competition

within society over limited resources. Unequal distribution of power and
resources. Society as divided as the working class (workers) and the ruling
class (owners). Society as dominated by owners (ruling class) and workers
face oppression (working class). Social order is maintained by domination
and power, rather than consensus and conformity.

2. Max Weber’s (1864–1920): He refined Karl Marx conflict theory that

stated the only struggle of importance was that between owners and workers.
Weber stated that more than one conflict over property existed at any given
moment in any given society; Weber included an emotional aspect of
conflict as well.

3. Assal, (1969): This theory describes conflict as beneficial conflict (when it

results in a more equitable allocation of political power or economic
resources). Destructive conflict (when a lack of recognition of mutual
objective results).

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4. Lewis, (1976): This theory describes conflict as functional or constructive
approach (it does result in greater benefits to the organization).
Dysfunctional or destructive approach (it does not result in benefits to the
organization).

5. In sociology: This theory describes conflict as social, political or material

inequality of a social group and each individual or group plays a specific
role, like organs in the body, and struggle to maximize their benefits, which
contributes to social change such as political changes and revolutions.

6. Feminist conflict theory (Janet Saltzman chafetz 1941-2006): This theory

describes conflict as social inequality between the genders. Unequal
distribution of power and resources. Society as dominated by men (ruling
class) and women face oppression (subject class). Stratification is
dysfunctional and harmful in society.

7. Marriner – Tomy (1996): This theory describes conflict as power, political

issues, inevitable, constructive or destructive, personal gain, powerful
motivator, and incentive for creativity. Managed conflict can minimize stress
on individuals or organizations and maximize effectiveness.

8. Modern approaches: Wright Mills 1916–1962): This theory describes

conflict as social structures are created through conflict between people with
differing interests and resources and competition. Unequal distribution of
power and resources in the society. Dominant groups employ power and
authority in controlling most other social structure aspects.

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 The following are four primary assumptions of modern conflict theory:

1. Competition: Competition over scarce resources is the characteristic of

human (social) relationships.

2. Structural inequality: Inequalities in power and reward are built into all
social structures.

3. Revolution: Change occurs as a result of conflict between social class's

interests rather than through adaptation.

4. War: Even is a unifier of the societies involved, as well as war may set an
end to whole societies.

9. Conflict theory applied to society: This theory describes conflict as the

competition over limited resources between the rich class and the poor class
within any society that result enmity could be expressed emotionally,
verbally, or physically.

Successful conflict resolution depends on your ability to:

1. Manage stress while remaining alert and calm, you can accurately read and
interpret verbal and nonverbal communication.

2. Control your emotions and behavior; you can communicate your needs
without threatening, frightening, and punishing others.

3. Pay attention to the feelings being expressed as well as the spoken words of
others.

4. Be aware and respectful of differences by avoiding disrespectful words and

actions.

5. Build a positive relationship as well as pursue our goals.

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 Leadership roles and management function in conflict resolution:

Leadership Roles:

1. Is self- aware and consciously works to resolve intrapersonal conflict.

2. Addresses conflict as perceived before becomes felt or manifest.

3. Assist subordinates in identifying alternative conflict resolutions.

4. Seeks a win- win solution to conflict whenever feasible.

5. Open channels of communication.

6. Recognizes and accepts the individual differences of staff.

7. Role models, honest and collaborative negotiation efforts.

Management Functions:

1. Creates a work environment that minimizes the conditions for conflict.

2. Appropriately uses legitimate authority in a competing approach when

a quick decision needs to be made.

3. Accepts mutual responsibility for reaching predetermined subordinate goals.

4. Obtains needed unit resources through effective negotiation strategies.

5. Compromises unit needs only when the need is not critical to unit
functioning.

6. Is adequately of prepared to negotiate for unit resources.

7. Addresses the need for closure and follow-up to negotiation.

8. Pursues alternative dispute resolution when conflicts cannot be resolved by

using traditional conflict management strategies.

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