WHAT IS CONFLICT?
CONFLICT
Conflict is actual or perceived opposition of needs, values and
interests.
A conflict can be internal (within oneself) or external (group or
organization dynamics)
Conflict can refer to wars, revolutions or other struggles,
which may involve the use of force as in the term armed
conflict.
SOURCES OF CONFLICT
Different attitudes, values, perceptions, opinions and
approaches
Misunderstandings and disagreement about needs,
goals, priorities and interests
Personality conflicts
Scarcity of resources
poor communication
poor or inadequate organizational structure
lack of teamwork
lack of clarity in roles and responsibilities
TYPES OF CONFLICT / DISPUTE
Disputes of Right
Where people or groups are entitled by law, by contract, by previous
agreement or by established practice to certain rights.
Disputes of right will focus on conflict issues such as employment
contracts, legally enforceable matters or unilateral changes in
accepted or customary practices.
A dispute of rights is, therefore, usually settled by legal decision or
arbitration and not by negotiation.
Disputes of Interest
Where the conflict may be a matter of opinion, such as where a person
or group is entitled to some resources or privileges (such as access to
property, better working conditions, etc).
Because there is no established law or right, a dispute of interest
will usually be solved through collective bargaining or negotiation.
EFFECTS OF CONFLICT
If conflicts are not resolved early and effectively, they can
easily escalate and result in:
Low productivity
Low morale
Stress
Other negative outcomes
TURNING CONFLICT INTO OPPORTUNITY
Conflict may also be a positive experience
It can help us see things from diverse
perspectives.
Lead to innovative and creative solutions
Challenges us to improve ourselves and our
relationships with others.
Can lead to growth and learning.
CONFLICT MANAGEMENT
The practice of recognizing and dealing with disputes in a rational,
balanced and effective way.
Is a theoretical concept focusing on the limitation, mitigation, and/or
containment of a conflict without necessary solving it.
Objectives:
Provides skills to resolve conflict for growth and learning
Assist individuals in preventing, or resolving conflict before it
escalates and becomes unhealthy.
Each party to the transaction plays an important role in managing
conflict.
If conflicts arises, each party should be involved in evaluating selection
appropriate options for resolving the issues.
BENEFITS OF CONFLICT MANAGEMENT
Greater job satisfaction
A more productive workplace.
Early resolution of disputes with no resort to legal process.
Greater privacy and confidentiality.
Cost-effectiveness
Preservation and improvement of relationships
Greater control over outcomes and, thus, higher satisfaction with
solutions.
Greater opportunity for win-win resolution
DISTINCTION BETWEEN CONFLICT
MANAGEMENT AND CONFLICT RESOLUTION
Conflict management
refers to measures that limit, mitigate and/or contain a conflict
without necessary solving it
Conflict resolution
refers to the resolution of the underlying incompatibilities in a conflict
and mutual acceptance of each party’s existence.
It can either aim at resolving or terminating conflicts in an open and
predictable process in accordance with legal principles .
It focus on the efforts to increase cooperation among the parties to a
conflict and deepen their relationship by addressing the conditions
that led to the dispute, fostering positive attitudes and allaying distrust
through reconciliation initiatives, and building or strengthening the
institutions and processes through which the parties interact
CONFLICT MANGEMENT STRATEGIES
Collaborate or
Negotiate
Accommodate Avoid
Conflict
Compromise Compete
AVOIDANCE
The avoidance strategy seeks to put off conflict indefinitely.
By delaying or ignoring the conflict, the avoider hopes the problem
resolves itself without a confrontation.
Someone who uses avoidance has the ability to side step problems,
leave issues unresolved, and allow others to take ownership.
If an issue is unimportant avoidance may be the correct strategy.
However, if you continually avoid conflicts it is like a simmering pot
that will eventually boil over.
A person who avoids conflict has a low concern for herself and
for others. In the two-dimensional space they are
uncooperative and unassertive.
ACCOMMODATION
The accommodating strategy essentially entails giving the opposing side
what it wants.
The use of accommodation often occurs when one of the parties
wishes to keep the peace or perceives the issue as minor.
Accommodation is useful when you want to create goodwill or show
reasonableness.
If it is overused it can result in restricted influence, loss of
contribution, overlooked ideas and anarchy.
If it is underused it can result in low morale and lack of rapport
among colleagues.
The skills of an accommodator are selflessness, obedience
and an ability to yield.
COMPETITION
Competition operates as a zero-sum game, in which one side wins and
other loses.
A competitive strategy is good in emergencies or other instances when
quick decisions need to be made.
Competitors use rank, position and influence and state their
positions, opinions and feelings clearly.
When competition is overused the environment is characterized
by a lack of feedback, low empowerment and reduced learning. If
competition is underused, indecision or delayed action could have
a crippling effect on an organization
The competitor is easy to recognize.
Winning is the name of their game and they are only
concerned about their own needs.
They are at the top of the assertiveness scale and low on the
cooperativeness scale.
COMPROMISE
The compromising strategy typically calls for both sides of a
conflict to give up elements of their position in order to
establish an acceptable, if not agreeable, solution.
In compromise each side’s needs are only partially met.
A compromiser demonstrates skills of moderation and negotiation.
An overuse of compromise means a loss of the big picture
perspective and lack of trust.
If it is underused there may be frequent power struggles and
unnecessary confrontations.
The compromiser is seeking ways to make a deal and meet
halfway.
COLLABORATION
Collaboration works by integrating ideas set out by multiple
people. The object is to find a creative solution acceptable
to everyone
Sometimes referred to as the ideal alternative, collaboration is high
on the assertiveness and cooperativeness axis.
A collaborator demonstrates reasonableness and an ability to listen,
understand and empathize.
Lack of commitment, low empowerment and loss of innovation
can take place when there is insufficient collaboration.
On the other hand, when collaboration is overused there may be
too much time spent on trivial matters and extra work created
as a result. Collaboration takes time and energy to correctly
execute.
