CONFLICT MANAGEMENT SKILLS

INTRODUCTION:
As humans, we are bound to disagree with others from time to time. Conflict
management is the art of resolving these differences in a constructive and
mutually beneficial manner. It entails identifying the root cause of the dispute
and finding a solution that satisfies all parties involved. Conflict can arise in any
situation where there are differing opinions, goals, or values.

If left unaddressed, it can lead to strained relationships, decreased productivity,

and a general sense of unease. Therefore, it's essential to manage conflict
effectively.

There are several conflict management techniques to consider, including

avoidance, accommodation, competition, compromise, and collaboration.
Avoidance involves ignoring the issue, which might be suitable for minor
problems or when emotions are running high. Accommodation involves giving
in to the other party's demands, which might be necessary to maintain a healthy
relationship.

The competition involves trying to win the conflict at all costs, which might be
appropriate when the issue is significant and you have a strong position.
Compromise involves finding a middle ground that satisfies both parties, which
might be suitable when both parties have an equal amount of power and the
issue is not too important.

Collaboration involves working together to find a mutually acceptable solution,

which might be necessary when both parties have a high degree of power and
the issue is of great importance to both.

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Effective conflict management requires excellent communication skills, active
listening, empathy, and a willingness to understand the other party's perspective.
It also requires a commitment to finding a solution that is fair and equitable to
all parties involved. While conflict management can be challenging, it is an
essential skill for building and maintaining healthy relationships, both in
personal and professional settings.

5 Phases of Conflict:

The process of conflict can be complex and difficult to navigate. The five
phases of conflict provide a framework to understand how conflicts unfold and
progress over time. These phases are as follows:

1. Latent Conflict: The initial phase of the conflict, where underlying

tensions and issues start to surface. Even though there might not be any
visible signs of conflict, there is a growing sense of unease or tension
between parties. Differences in values, goals, interests, or actual or
perceived injustices can contribute to latent conflict.

2. Perceived Conflict: In this phase, the parties become aware of the

conflict and start to perceive each other as opponents. There might be a
sense of competition or animosity between the parties, and
communication might become more tense and defensive. It's important to
avoid escalating the conflict at this stage by engaging in aggressive or
confrontational behavior.

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 3. Felt Conflict: This phase is characterized by a strong emotional response
to the conflict. Parties may experience anger, frustration, anxiety, or other
negative emotions. Communication may become more hostile or
aggressive, and there may be a focus on blaming or attacking the other
party. This phase can be challenging to navigate as emotions can run high
and rational thinking may be impaired.

4. Manifest Conflict: At this stage, the conflict becomes visible and

tangible. There may be open conflict or confrontation, and the parties
may engage in behaviors such as shouting physical violence, or sabotage.
This phase can be dangerous and destructive, and it's important to de-
escalate the conflict as quickly as possible to prevent further harm.

5. Conflict Aftermath: This phase involves the resolution or aftermath of

the conflict. The outcome can range from a complete breakdown in the
relationship between parties to a more constructive resolution. Factors
that can influence the outcome include the effectiveness of conflict
management strategies, the level of cooperation between parties, and the
willingness of parties to engage India logue and compromise.

By understanding the five phases of conflict, individuals and organizations can

develop effective strategies to manage and resolve conflicts in a constructive
manner.

Conflict at Workplace:

Conflict at the workplace refers to disagreements or disputes that arise between

individuals or groups within an organization. These conflicts can be caused by
various factors such as differences in personality, values, goals, work styles, or
communication styles. Some common types of workplace conflicts include:

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 1. Interpersonal conflicts: These are conflicts that arise between
individuals due to differences in personality or workstyle. Examples
include conflicts between coworkers who have different communication
styles or who have conflicting views on how to approach a project.

2. Role conflicts: These conflicts occur when there is a lack of clarity or

agreement about roles and responsibilities within the organization. For
example, two employees may both believe that they are responsible for a
particular task, leading to conflict and confusion.

3. Resource conflicts: These conflicts arise when there is competition for

limited resources such as funding, staff, or office space. For example, two
departments may compete for the same budget, leading to conflicts over
funding priorities.

4. Conflict with management: These conflicts occur when there is a

disagreement between employees and management about decisions or
policies. For example, employees may disagree with a new policy that
management has implemented, leading to conflict and tension.

Workplace conflicts can have negative impacts on individuals, teams, and the
organization as a whole. They can lead to decreased productivity, low morale,
high turnover rates, and even legal disputes. However, conflicts can also be an
opportunity for growth and positive change if they are managed effectively

Effective conflict management strategies include:

1. Communication: Clear and open communication can help to prevent

conflicts from escalating and can facilitate the resolution of conflicts
when they do arise.

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 2. Collaboration: Encouraging collaboration and team work can help to
reduce competition and promote a sense of shared goals and values.

3. Mediation: Using a neutral third party to mediate conflicts can help to

facilitate productive communication and find solutions that satisfy
everyone's needs.

4. Training: Providing training and education on conflict management can

help individuals and teams to develop the skills and strategies they need
to prevent and resolve conflicts.

Conflict in the workplace is a common issue that can have negative impacts on
individuals and organizations. By understanding the causes and types of
workplace conflicts and implementing effective conflict management strategies,
organizations can create a more positive and productive work environment.

Importance of Conflict Management:

Conflict management is important for several reasons:

1. Improved Relationships: Effective conflict management can improve

relationships between individuals or groups by fostering open
communication, trust, and respect. It can also help to prevent conflicts
from escalating and causing irreparable damage to relationships.

2. Increased Productivity: Unresolved conflicts can negatively impact

productivity by creating tension and stress, reducing motivation, and
increasing absenteeism. By effectively managing conflicts, individuals
and teams can focus on their work and achieve their goals more
efficiently.

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 3. Better Decision-Making: Conflict can provide an opportunity for
individuals or groups to share their perspectives and ideas. By managing
conflicts effectively, organizations can harness the creativity and diverse
viewpoints of their employees to make better decisions.

4. Positive Workplace Culture: A workplace that actively manages

conflicts in a fair and transparent manner can foster a positive and
supportive culture. This can help to attract and retain employees, improve
morale, and increase job satisfaction.

5. Avoidance of Legal Issues: Conflicts that are not managed effectively

can lead to legal disputes, which can be costly and time-consuming. By
managing conflicts proactively, organizations can avoid potential legal
issues and maintain a positive reputation.

Conflict management is essential for creating a positive and productive

workplace. It can improve relationships, increase productivity, promote better
decision-making, foster a positive work place culture, and avoid potential legal
issues. By investing in conflict management strategies, organizations can create
a more positive and successful workplace for their employees.

Conflict Management Skills

Conflict management skills are the abilities and techniques that individuals and
teams can use to effectively manage conflicts in the workplace. These skills can
be developed through training, practice, and experience.

Some key conflict management skills include:

1. Active Listening: This involves listening to the other person's

perspective without interrupting or judging them. Active listening can

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 help to build trust, improve communication, and reduce
misunderstandings.
2. Effective Communication: Clear and open communication is essential
for managing conflicts effectively. Effective communication involves
being clear and direct, using "I" statements to express feelings, and
avoiding blaming or accusing language

3. Empathy: Empathy involves understanding and acknowledging the other

person's feelings and perspectives. This can help to de-escalate conflicts
and find common ground for resolution.

4. Flexibility: Being flexible and willing to compromise can help to find

mutually acceptable solutions to conflicts. This involves being open to
alternative solutions and being willing to make concessions when
necessary.

5. Problem-Solving: Effective conflict management involves identifying

the root cause of he conflict and finding practical solution stores Olivet.
This can involve brain storming, analyzing options, and evaluating
potential outcomes.

6. Negotiation: Negotiation involves finding a compromise or solution that

satisfies the needs of all parties involved. This requires good
communication, problem-solving skills, and a willingness to find a
mutually beneficial solution.

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 7. Emotional Intelligence: Emotional intelligence involves understanding
and managing one's owned motions and thee motions of others. This can
help to de-escalate conflicts and build positive relationships.

8. Patience: Conflict resolution can be a lengthy and challenging process.

Patience is important to stay committed to finding a solution and avoiding
further escalation.

Conflict management skills are essential for managing conflicts effectively in

the workplace .These skills include active listening, effective communication,
empathy, flexibility, problem-solving, negotiation, emotional intelligence, and
patience. By developing these skills, individuals and teams can resolve conflicts
in a fair and effective manner, promote positive relationships, and create a more
productive and positive work environment.

Types of conflict

Because of the diverse and varied definitions of conflict, attitudes towards it and
images of its role are also varied. Conflict in schools takes different forms; for
example teachers seem reluctant to obey the principals, they do not seem to
follow rules or accept extra work, they do not easily get along with their
principals.

Principals too adopt an authoritative approach, for example they pressure

teachers to work uninterrupted during school activities. It therefore, becomes
common that conflict between teachers and the school principal occur
frequently at any time in the school.

In institutions, conflict occurs between various individuals because of their

frequent interaction with each other. Conflict is an expression of hostility,
antagonism and an understanding between the staff members (Axley Stephner

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R. Communication at Work) Bearing all in mind, conflict is classified into the
following four types:

1. Interpersonal conflict refers to a conflict between two individuals. This

occurs typically due to how people are different from one another.
2. 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.

3. 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

4. Inter-group conflict takes place when a misunderstanding arises among

different teams within an organization. In addition, competition also
contributes to the rise of intergroup conflict.
 There are other factors which fuel this type of conflict, some of these
factors may include a rivalry in resources or the boundaries set by a
group to others which establishes their own identity as a team (Denohue,
and Kott.1992).
 In addition to this category (Jehn and Mannix 2001) have proposed the
division of conflicts into three types: relationship, task, and process.
Relationship conflict stems from interpersonal incompatibilities; task
conflict is related to disagreements of viewpoints and opinion about a
particular task, and process conflict refers to disagreement over the
group’s approach to the task, its methods, and the group process.

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  Even though the relationship conflict and process conflict are harmful,
task conflict is found to be beneficial since it encourages diversity of
opinions, care should be taken so it does not develop into process or
relationship conflict (Denohue, and Kott, 1992).

 Amason and Sapienza (1997) differentiate between affective and

cognitive conflict, where cognitive conflict is task-oriented and arises
from differences in perspective or judgment, and affective conflict is
emotional and arises from personal differences and disputes.

Science and “Art” – diagnosing conflict:

Everyone practices conflict every day, however, diagnosing conflict is not only
a science; it is an “art.” A common assumption is that we understand the
reasons for conflict and therefore its resolution. However, many conflicts may
not be understandable and therefore are not resolvable. There are no secret
formulas that will resolve all conflicts.

The aim of every conflict resolution practice (similar to the practice of

medicine, law, engineering, etc.) is to first diagnose the cause of the conflict and
then resolve the problems it creates.

Conflict theories guide one’s diagnoses and, the diagnosis informs us of

solutions and remedies. However, theories alone are inadequate for an effective
diagnosis (Schellenberg, James, 1996).

In general, theoretical knowledge functions as a framework, but application of

those theories requires specific knowledge, experience associated with that
knowledge, and tools that match solving specific problems.

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You cannot fix all problems with one tool, or one theory, this misconception
arises from the fact that everyone has a limited point of view. In a sense,
everyone is correct, truthful, and honest in his or her point of view yet, everyone
is equally incomplete and limited in their ability to understand. Strong feelings
often interfere with human reason and objectivity, remember that 85% of all
conflict has nothing to do with the people involved in the conflict.

As a general rule, most conflict is the result of the system, depersonalizing

conflict is hard work, however it is the starting point for a conflict to be
effectively managed.

To understand the interrelationship between communication and conflict Krauss

Robert and Morsella Ezequiel based on the idea that the management of
organizational conflicts involving diagnosis and intervention in conflicts are at
an affective level interpersonal, intra-group or intergroup addressing styles
(strategies) differ from their management.

Diagnosis should highlight where intervention is needed and what kind of

intervention is appropriate.

Usually an intervention aims to:

 Maintain a constructive moderate state of conflicts

 Reduce emotional conflicts of any kind and at any level
 Organization allows for members to select and use appropriate strategies
for managing conflicts of certain enabling situations.

Knowledge development, organization and efficiency can be achieved through

proper diagnosis and appropriate intervention of the conflict. Although some
believe that conflicts are sometimes beneficial to the organization, most of the
recommendations related to organizational conflicts are part of the spectrum
reducing or resolving them.

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Conflict resolution premise of evolution:

The conflict cannot be resolved if you do not first understand the causes of
conflict. Only when a diagnosis develops into concrete terms, you will be able
to propose alternate solutions. The following methods and skills will improve
one’s understanding about how to manage conflict.

In a chronological approach, the first approaches to conflict management

process was based on the premise that all conflicts are potentially destructive
and counterproductive to the objectives of the organization. Therefore, conflict
management was synonymous with conflict avoidance.

This particular way of treating people involved in conflict leaves us with one
scenario: beat the winner. In this situation, whoever was defeated became
frustrated and felt the need to fuel new conflicts.

Therefore, most managers saw the conflict as a problem to be removed from

their organization. This approach of avoidance was predominant in the second
half of the nineteenth century. Conflict management is planning measures to
avoid conflict when possible, and taking rapid and effective measures when it is
made.

Conflict management styles

Management specialists have proposed several ways of dealing with the process
of conflict management. To explain the modalities of engagement in conflict we
can propose Blake and Mouton’s grid. The two authors establish the typical
reactions of individuals in dealing with organizational conflicts. Figure 1
illustrates the behaviours provided by the two authors, behaviours that shape, in
fact, the managers decision on how to approach and manage conflicts, namely
the avoidance struggle, adaptation, collaboration or compromise (Baro, Robert
1992)

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Each of these modes can be characterized in two axes, namely assertiveness and
cooperation. Specialists say that the implementation of any of these models is
wrong, there is only appropriate or inappropriate times to use each of them. In
conclusion, it is important that managers know how to discern the appropriate
type of conflict management means depending on its status and values and
entities involved.

The fight is a conflict management model based on a high degree of

assertiveness and a very low level of cooperation. It is recommended that the
management of conflicts by fighting, is to be applied in situations requiring
urgent action when necessary to adopt unpopular measures. In adopting such
methods of conflict management it is necessary for the manager to have skills,
such as: argumentation and debate, exploitation of rank or position, proper
evaluation of options or feelings, keeping calm and clear expression of the
position (Stoica-Constantin Ana, 2008).

How to deal with conflict by avoiding assertiveness is characterized by both a

low and a high degree of cooperation. In many cases, people tend to avoid
conflict for fear of engaging in a tense situation or because they lack sufficient
confidence in their ability to manage conflicts. This method of conflict
management is appropriate when we are dealing with minor conflict situations
in order to reduce tensions or to gain time, or when the person in the position to

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manage the conflict is in an inferior position in terms of hierarchy. Avoiding
conflicts requires the ability to withdraw, the ability to avoid tensions and the
sense of planning in terms of time (Donohue, & Kolt, 1992).

Adaptation involves low assertiveness and a high availability for cooperation.

It is recommended to establish arrangements for managing conflicts by adapting
when necessary the expression of reasonable attitudes, performance
development, maintaining a state of good understanding and peace.

Adaptation involves altruism, obedience to orders, sometimes bliss, in their own

interests (Haridas, 2003). The compromise involves a moderate level of
assertiveness and cooperation. Some people define compromise as the "disposal
of more than they’re willing", while others believe that both sides benefit.

How to handle conflict by accepting a compromise; it is suitable if important

issues are at stake, moderate when people in the conflict have a similar
hierarchical level or where there is a strong desire to resolve the issue.

The compromise can also be used as a temporary solution, when there are time
constraints. Skills necessary for conflict management are adopted by the
negotiated compromise that the art of finding the middle way is the ability to
assess situations and to make concessions (Baro, Robert 1992).

The management of conflicts through collaboration is characterized by high

levels of assertiveness and cooperation. Collaboration can be defined as the
joining of ideas in order to achieve the best solutions of a conflict. The best
solution is defined as a creative resolution of the conflict, a solution that is not
generated by a single person. Given this positive resolution of conflicts, one
might consider that managing conflicts through cooperation is the best method
of (Haridas, 2004).

Choosing the optimal strategy of conflict management the following factors

should be considered:

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  The seriousness of the conflict; (if needs to be addressed urgently or
not);
 Considered appropriate outcome;
 Power enjoyed by the manager;
 Personal preferences.

Real-Life Example:

Areal-life example of conflict management could be two employees who have a

disagreement over a project they are working on. One employee believes that
their approach is the best way to complete the project, while the other employee
believes that their approach is better.

To manage this conflict, the employees could use collaborative problem-

solving. They could meet and discuss their perspectives on the project, identify
the areas where they agree, and explore options for combining their approaches
to create a more effective solution.

They could also use effective communication by actively listening to each

other's perspectives, using clear and direct language, and avoiding blaming or
accusing language.

Another conflict management strategy they could use is negotiation. They could
discuss the aspects of each other's approaches that they find valuable and
identify areas where they are willing to compromise.

By negotiating, they could find a solution that incorporates elements of both

approaches. Conflict management skills and strategies can help the employee
stores solve their disagreements in a productive and positive manner, leading to

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a more successful outcome for their project and a better working relationship
between them.

Preventing Conflicts:

Preventing conflicts in the workplace is an important aspect of creating a

positive and productive work environment. Here are some strategies that can
help prevent conflicts from arising:

1. Establish Clear Expectations: Clear expectations for job

responsibilities, performance standards, and company policies can help
prevent misunderstandings and conflicts. When everyone is aware of
what is expected of them, they are more likely to work together
effectively.

2. Encourage Open Communication: Encourage open communication

between employees and management. Employees should feel comfortable
sharing their concerns or suggestions without fear of retaliation.

3. Promote Respect and Understanding: Promote respect and

understanding by fostering a culture of diversity and inclusivity.
Employees should be encouraged to value each other's differences and
learn from each other.

4. Address Issues Early: Address issues early on before they become

bigger problems. When conflicts arise, they should be addressed
promptly, professionally, and with sensitivity to all parties involved.

5. Provide Conflict Resolution Training: Provide conflict resolution

training to employees and management. This can help them to better

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 understand the causes of conflicts, develop effective communication
skills, and learn how to resolve conflicts in a productive and positive
manner.

6. Set Clear Guidelines: Set clear guidelines for how conflicts should be
managed in the work place. This can include establishing a process for
reporting conflicts, identifying who should be involved in resolving
conflicts and establishing consequences for inappropriate behaviour.

7. Foster Team Building: Foster team building by providing opportunities

for employees to work together and get to know each other. This can help
build trust, improve communication, and reduce the likelihood of
conflicts. By implementing these strategies, companies can prevent
conflicts from arising and create a more positive and productive work
environment.

Key Components of Assertive Body Language:

Assertive body language is a crucial skill that every manager and leader should
possess. It communicates confidence, authority, and respect, making managing
employees and achieving goals more accessible.

In this blog, we will dive deep into what assertive body language is, why it is
essential for managers and the key components that make up assertive body
languages, such as facial expressions, eye contact, posture/gestures, and tone of
voice. We will also provide examples of using assertive body language in
various situations, such as conducting meetings or dealing with difficult
employees. Lastly, we will discuss common mistakes to avoid and techniques to

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improve your assertive body language skills so that you can become a more
effective leader.

Why is Assertive Body Language Important:

Assertive body language is a powerful tool to help you communicate your

message more effectively. Maintaining eye contact, upright posture, and
confident gestures can help individuals convey confidence, authority and
credibility. Managers who display assertive body language can establish
authority and credibility among team members.

Effective use of nonverbal cues, such as direct eye contact, an upright posture,
and clear gestures, can enhance communication and ensure that messages are
conveyed effectively. This helps managers inspire trust and motivate their team
to work towards a common goal.

By mastering assertive body language, managers can build a positive reputation

in the workplace and earn respect from their colleagues. Managers must balance
assertiveness with approachability and active listening to communicate
effectively with their team members.

Assertive body language has several vital components that can help you
communicate with confidence and authority. By employing these components
effectively, you can better communicate your ideas and establish more
transparent relationships with others. Remember that assertive body language
should be balanced and appropriate for the context and cultural norms. It’s
essential to be aware of your body language’s impact on others and to adapt
accordingly while staying true to your assertive communication style.

 Posture: Stand tall with an upright posture, shoulders back, and head
held high. Avoid slouching or crossing your arms, as these postures can

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 signal defensiveness or disengagement. A straight and open posture
communicates confidence and assertiveness.

 Eye contact: Maintain direct and steady eye contact with the person or
people you are communicating with. This demonstrates attentiveness,
sincerity, and confidence. However, be mindful not to stare excessively,
as it can be perceived as aggressive or intimidating.

 Facial expressions: Display expressions that reflect openness,

attentiveness, and confidence. Maintain a relaxed but engaged
expression, with a slight smile when appropriate. Avoid frowning,
scowling, or showing nervousness or discomfort, as they can undermine
your assertiveness.

 Gestures: Use purposeful and controlled gestures to emphasize your

points. Natural and open hand movements can help convey your message
confidently and clearly. Avoid fidgeting, crossing your arms, or other
closed-off gestures, as they may suggest defensiveness or insecurity.

 Voice tone and volume: Speak confidently and audibly. Avoid a

hesitant or overly soft tone, which can undermine your assertiveness.
Modulate your voice to express enthusiasm and conviction while
maintaining a balanced and measured volume.

 Body orientation: Direct your body and face towards the person or
people you are communicating with. This shows active engagement and

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 interest in the conversation. Avoid turning away or displaying closed-off
body language, as it can signal disinterest or lack of assertiveness.

Conflict Management Tips:

Here are some conflict management tips that can help individuals and
organizations manage conflicts effectively:

1. Stay Calm: One of the most important tips for conflict management is to
stay calm. Avoid reacting impulsively, defensively, or aggressively. Take
a few deep breaths, focus on the issue at hand, and approach the situation
with a clear and open mind.
2. Listen Actively: Active listening is key to effective conflict management.
This involves paying attention to what the other person is saying, asking
questions, and reflecting back on their concerns. Active listening can help
to defuse tense situations and build trust.

3. Find Common Ground: Look for areas of agreement or common

ground. This can help to build a foundation for resolving the conflict and
finding a solution that works for everyone involved.

4. Seek to Understand: Try to understand the other person's perspective,

needs, and concerns. This can help to build empathy and establish a more
positive and productive dialogue.

5. Communicate Effectively: Effective communication is essential for

conflict management. Use clear and direct language, avoid making
assumptions, and focus on the issue at hand. Use "I" statements instead of
"you" statements to express your thoughts and feelings.

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 6. Identify Solutions: Brain storm possible solutions to the conflict. Look
for creative and collaborative ways to address the issue. Be open to
compromise and be willing to explore different options.

7. Focus on the Future: Once a resolution has been reached, focus on the
future. Work together to implement the solution and prevent similar
conflicts from arising in the future.

By following these conflict management tips, individuals and organizations can

approach conflicts in a more constructive and productive manner, leading to
better relationships, increased trust, and improved outcomes.

CONCLUSION:

In conclusion, effective conflict management is an essential skill for navigating

the complexities of personal and professional relationships. By understanding
the five phases of conflict and the various approaches to conflict resolution,
individuals and organizations can develop strategies for managing conflicts in a
constructive and mutually beneficial manner.

Whether it's avoiding or accommodating the other party's demands, competing

or compromising, or collaborating to find a mutually acceptable solution, it's
important to approach conflicts with empathy, active listening, and a
willingness to understand the other party's perspective. With these tools and
techniques, individuals and organizations can navigate conflicts in a way that
promotes healthy relationships, productivity, and overall well-being.

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WEB SITE:
www.google.com

www.risely.me

www.gp-training.net

www.blog.moderngov.com

www.wiki.opensourceecology.org

www.coursesidekick.com

www.researchgate.net

BOOKS AND ARTICLES:

 ConflictManagementskillsatWorkplace.pdf
 Conflict Management Skills BLS9.pdf
 (PDF) Conflict Management skills at Workplace
 Conflict Management, a New Challenge
 Conflict Management (pdf) - Course Sidekick

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