Dealing with Conflicts

Session at
Independent University, Bangladesh
09 August 2020

Md. Touhid Hossain

 Refreshing
• Conflicts arise because people differ from each
other, see things differently;
• Traditionally, conflicts were considered to be
something bad, caused by trouble makers;
• Conflicts are now considered to be inevitable,
natural result of change;
• Some even consider conflicts necessary;
• Conflicts have both positive and negative
effects;
• Conflicts cannot be avoided, they have to be
managed
 Conflict Resolution
• We shall discuss conflict resolution
under three broad parameters:
– Reactions in conflict situation
– Conflict resolution behaviours
– Conflict resolution strategies
 Reactions in Conflict Situation
• In a conflict situation, individuals or groups
react in four ways (de Bono, E.,1990):
– FIGHT
– NEGOTIATE
– SOLVE THE PROBLEM
– DESIGN
 Reactions in Conflict Situation
(cont.)
• FIGHT involves tactics, strategies,
offensive and defensive positions, wining
and losing grounds, and exposure of weak
points;
• Not always the best approach in dealing
with a conflict;
• Can be useful in a courtroom situation,
where winning and losing is a
consequence of a legal process.
 Reactions in Conflict Situation
(cont.)
• NEGOTIATE with the other party to settle
the dispute;
• Negotiation takes place within the
prevailing situation;
• Some common ground to be identified for
start of a negotiation;
• Third party role can be important in
bringing together the conflicting parties
 Reactions in Conflict Situation
(cont.)
• PROBLEM SOLVING involves identifying
and removing the cause of the conflict so
as to make the situation normal again;
• This may not be easy as causes could be
complex and deep rooted; or could be
zero sum;
• Situation may not become normal even
after removing the identified cause
 Reactions in Conflict Situation
(cont.)
• DESIGN is an attempt towards creativity in
making the conflict situation normal;
• It considers conflict as situations rather
than problems;
• A third party may participates actively in
design process
Conflict Resolution Behaviour
Behaviour of conflicting parties can range
from full cooperation to total confrontation.
Thomas and Kilman identified five types of
conflict handling behaviour:
– COMPETING
– COLLABORATING
– COMPROMISING
– ACCOMMODATING
– AVOIDING
 CONFLICT-RESOLUTION
BEHAVIOUR (cont.)
• COMPETING:
– Win-or-lose style of handling conflict;
– Asserting one’s viewpoint at the potential
expense of the other;
– High concern for personal goals and low
concern for relationships;
– Useful when:
• Unpopular but necessary decisions are taken;
• When all other less forceful methods didn’t work;
• As a last resort to resolve a long standing dispute;
 (CONFLICT-RESOLUTION BEHAVIOUR)
Competing (cont.)
• When one needs to stand up for his own rights,
resist aggression etc.
• When a quick resolution is required
• Possible advantages
• May provide a quick resolution
• Increases self esteem & draws respect
• Disadvantages
– May negatively affect relationship in the long run
– May cause the opponent to react in the same way;
– May require lot of energy and resources
 ------- BEHAVIOUR (cont.)
• COLLABORATING:
– Aims at finding a solution that can satisfy the
needs of conflicting parties
– Accept other party’s interests as valid while
protecting own interest
– Disagreements addressed openly and
alternatives discussed
– High cooperation and low confrontation
– Applicable when both parties are willing to
solve the problem & to work together
------ BEHAVIOUR/Collaborating (cont.)
• Collaborating appropriate:
– When consensus and commitment of other
parties is important
– When it is required to address the interests of
multiple stakeholders
– When a high level of trust is present
– When a long-term relationship is important
– When you don't want to take full responsibility
------ BEHAVIOUR/Collaborating (cont.)

• Advantages of Collaborating:
– Leads to solving the actual problem
– Leads to a win-win outcome
– Reinforces mutual trust and respect
– Builds a foundation for effective collaboration
in the future
– Shared responsibility of the outcome
– Negotiator earns a good reputation
– Process of conflict resolution is less stressful
------ BEHAVIOUR/Collaborating (cont.)

• Disadvantages of collaborating
– Requires a commitment from all parties to
look for a mutually acceptable solution;
– May require more effort and more time than
some other methods;
– May not be practical when timing is crucial or
fast response is required;
– Failure of a collaborative efforts may lead to
loss of trust in an opponent
 ------- BEHAVIOUR (cont.)
• COMPROMISING:
– A common way to deal with conflicts;
– Happens between relatively equal powers;
– A middle ground to be found to resolve the
conflict situation; partial satisfaction for both
parties;
– Concern for personal goals as well as
relationships;
– In the process there are gains and losses for
each conflicting party
----- BEHAVIOUR/compromising (cont.)

• Compromising useful:
– When the goals are moderately important, not
worth the use of more assertive approaches
– To reach temporary settlement on complex
issues
– As a first step when the involved parties are
yet to develop a high level of mutual trust
– When collaboration or forcing do not work
----- BEHAVIOUR/compromising (cont.)

• Possible advantages of compromise:

– Faster issue resolution. Compromising may
be more practical when time is a factor
– Can provide a temporary solution while still
looking for a win-win solution
– Lowers the levels of tension and stress
resulting from the conflict, allowing time to
build trust
----- BEHAVIOUR/compromising (cont.)

• Disadvantages of using compromise:
– May result in a situation when both parties are
not satisfied with the outcome (a lose-lose
situation);
– May not contribute to building trust in the long
run if solution get stuck at that level;
– May require close monitoring and control to
ensure the agreements are met, as neither
party is fully satisfied
 ---- BEHAVIOUR (cont.)
• ACCOMMODATING:
– Involves high cooperation and low
confrontation;
– Plays down differences and stresses
commonalities;
– Willing to accommodate wishes of the other
party, rather than own concerns only
 --- BEHAVIOUR/Accommodating
(cont.)
• Accommodating may be appropriate:
– When it is important to provide a temporary
relief from the conflict or buy time until you are
in a better position to respond/push back
– When the issue is not as important to you as it
is to the other party
– When you feel & accept that you are wrong
– When you have no choice or when continued
competition would be detrimental
 --- BEHAVIOUR/Accommodating
(cont.)
• Possible advantages of accommodating: 
– In some cases accommodating will help to
protect more important interests while giving
up on some less important ones
– Gives an opportunity to reassess the situation
from a different angle
– May create trust in the opponent
 --- BEHAVIOUR/Accommodating
(cont.)
• Some disadvantages of accommodating: 
– There is a risk to be abused, i.e. the opponent
may constantly try to take advantage of one’s
tendency toward accommodating;
– May negatively affect one’s confidence in his
ability to respond to an aggressive opponent
– It makes it more difficult to transition to a win-
win solution in the future
– Some of your supporters may not like your
accommodating response and be turned off
 ----- BEHAVIOUR (cont.)
• AVOIDING / WITHDRAWING:
– Does not address the issues; sidesteps,
postpones or simply withdraws;
– May be based on belief that conflict is evil or
unwanted;
– Low cooperation and low confrontation;
– Useful when conflicts are insignificant or the
other party is unyielding or rigid;
– By avoiding confrontation, parties in conflict
get time to cool down
 ----- BEHAVIOUR /
Avoiding/withdrawing (cont.)
Withdrawing may be appropriate:
– When the issue is trivial and not worth the effort
– When more important issues are pressing, and you
don't have time to deal with it
– In situations where postponing the response is
beneficial to you, for example -
• When it is not the right time or place to confront the issue
• When you need time to think and collect information
– When you see no chance of your concerns being met
– When you would have to deal with hostility
– When you think others can handle it better
 ----- BEHAVIOUR /
Avoiding/withdrawing (cont.)
• Possible advantages of withdrawing: 
– When the opponent is forcing / attempts
aggression, one may withdraw and wait for a
more favourable circumstance to push back;
– Withdrawing is a low stress approach when
the conflict is short;
– Gives the ability/time to focus on more
important or more urgent issues instead;
– Gives you time to better prepare and collect
information before you act
 ----- BEHAVIOUR /
Avoiding/withdrawing (cont.)
• Some disadvantages of withdrawing:
– May lead to weakening or losing your position;
not acting may be interpreted as an agreement.
– Using withdrawing strategies without negatively
affecting your own position requires certain skill
and experience
– When multiple parties are involved, withdrawing
may negatively affect your relationship with a
party that expects your action
Why People Avoid Conflicts?
• For good or bad reasons, it is common
among people to avoid conflicts.
• We avoid conflicts because we fear
various combinations of the following
things: harm, rejection, loss of relationship,
anger, being seen as selfish, saying the
wrong thing, failing, hurting someone else,
etc.
» Ursiny,T, The Coward’s Guide to Conflicts;
Sourcebooks, Napperville IL, 2003
 STRATEGIES FOR MANAGING
CONFLICTS
Tosi, Rizzo and Carrol suggest following
strategies in managing conflicts in organizations:
• Encourage appropriate conflict handling behaviour
(competition, collaboration, compromise, avoidance
or accommodation) depending on the situation;
• Improving organizational practice: after identifying
the reason for conflict, taking remedial measures
such as:
• Reducing vagueness
• Minimizing authority-and-domain related disputes
• Improving policies, procedures and rules
 STRATEGIES FOR MANAGING
CONFLICTS (cont.)
• Movement of personnel
• Changing reward system
• Special roles and structure:
– A person with problem solving skills and respected
by conflicting parties can be designated to defuse
conflicts
– A manager may make structural changes within
organization
– Shoulder liaison functions
– Act as an integrator to resolve conflicts
 Desired Conflict Outcome
• Agreement: An agreement should be
equitable and fair. An unfair agreement will
breed resentment and subsequent conflict;
• Stronger Relationship: Good agreements
enable conflicting parties build bridges of
goodwill and trust for future use;
• Learning: Functional conflict can promote
greater self-awareness and creative problem
solving;
 Thank you all
– References
• Thomas, K.W., & Kilman, R.H. 1974. Conflict Mode
Instrument. Tuxedo, New York
• Tosi, H.L., Rizzo, J.R., & Carroll, S.J. 1986. Organizational
Behaviour. Xicom, New York