IDENTIFYING

CONFLICTS

MAMALAPT, RAMLA
KUSA, HAYREN
NAKAN, JASMIN
PAISAL, HUNAINA
COMPANIA, JOHAIFHA
BUTON, ESNAIRA
STAGES OF CONFLICT
1. Latent conflict
- is the stage in which factors exist in the situation which could become potential conflict
inducing forces.
2. Perceived Conflict
- Conflicts may sometimes arise even if no conditions of latent conflict exist. This is the
stage when one party perceives the other to be likely to thwart or frustrate his or her
goals. The case, in which conflict is perceived when no latent conflict arises, is said to
result from the parties misunderstanding each other’s true position. Such conflict can
be resolved by improving communication between the groups.
3. Felt conflict
-is the stage when the conflict is not only perceived but actually felt and recognised.
4. Manifest conflict
- is the stage when the two parties engage in behaviours which evoke responses from
each other.
REPORT BY: KUSA AND NAKAN
5. Conflict Aftermath
-The aftermath of a conflict may have positive or negative repercussions for the
organisation depending upon how the conflict is resolved.
A conflict process deals with five steps that help alleviate friction, disagreement,
problems or fighting.

The five steps are:

potential opposition or incompatibility -cognition and personalization -intentions -
behavior – outcomes

*How conflict develops

Conflicts arise when two groups or individuals interacting in the same situation see the
situation differently because of different sets of settings, information pertaining to the
universe, awareness, background, disposition, reason or outlook. In a particular mood,
individuals think and perceive in a certain manner.
REPORT BY: KUSA AND NAKAN
How people respond top and deal with conflict;
It can be tempting to avoid conflict. But, in most situations, it’s better to respond to it.
But how do you respond?
Different styles exist and knowing which one suits which situation can help you resolve
conflicts effectively.
Conflict analysts Kenneth Thomas and Ralph Kilmann have classified people’s reactions to
conflict into five categories: competing, collaborating, compromising, avoiding, and
accommodating.
Competing A competing response is very assertive but low on cooperation. A person
using this approach considers her needs as more important than others’ needs.
Collaborating A collaborating response is highly assertive and cooperative. A person using
it will express her views, as well as listen to the views of others.
Compromising When you use a compromising response, you seek the middle ground
between two positions in an argument. When you respond to conflict with this approach,
you are willing to make some concessions.
REPORT BY: PAISAL
Avoiding Avoiding is an unassertive and uncooperative response. It means that you
withdraw from or postpone the conflict.
Accommodating An accommodating response is unassertive and very cooperative. It
indicates that you deem other people’s opinions as more valid than your own.

REPORT BY: PAISAL

TIPS FOR MANAGING CONFLICT ACCEPT CONFLICT
- Remember that conflict is natural and happens in every ongoing relationship.
 Be a calming agent - Regardless of whether you are being a sounding board for a
friend or you are dealing with your own conflict, your response to the conflict can
escalate or decrease the intensity of the problem.
 Listen actively - Work through how you feel, what the specific problem is and what
impact it is having on you.
 Analyze the conflict - this will help clarify the specific problem. Model neutral
language - when people are in conflict they use inflammatory language such as
profanity, name calling, and exaggerations that escalate the conflict.

 Separate the person from the problem - View the problem as a specific behavior or
set of circumstances rather than attributing negative feelings to the whole person. This
approach makes the problem more manageable and hopeful than deciding you “can’t
stand” this person any longer.
REPORT BY: COMPANIA
 Work together - This requires that each person stop placing blame and take ownership
of the problem. Make a commitment to work together and listen to each other to solve
the conflict.
 Agree to disagree - Each person has a unique point of view and rarely agrees on every
detail. Being right is not what is important. When managing conflict, seeking the
“truth” can trap you rather than set you free.
 Focus on the future - In conflict we tend to remember every single thing that ever
bothered us about that person. People in conflict need to vent about the past but they
often dwell on the past. Often the best way to take ownership of the problem is to
recognize that regardless of the past, you need to create a plan to address the present
conflict and those that may arise in the future.
 Share your interests - To solve interpersonal conflict, all parties must talk about their
interests or the WHYs behind their positions. They must share their true interests and
work together to find a solution that satisfies those interest.

REPORT BY: COMPANIA

 Be creative - Finding a resolution to the problem that satisfies everyone requires
creativity and hard work. Be careful not to give in simply to avoid conflict or maintain
harmony.
 Be specific - when problem solving be very specific. For example if you are using a
roommate agreement to facilitate the discussion make sure that everyone fully
understands each point that is written down. .
 Maintain confidentiality - Encourage others who are in conflict to deal directly with
the person they are in conflict with. Avoiding the conflict and venting to others tends
to escalate the conflict and fuels the rumor mill. If rumors are already part of the
conflict, encourage them to work out a plan to put an end to the gossip. Do your part
to quell rumors.

REPORT BY: COMPANIA

FACTORS THAT CAN ADD TO AND INFLUENCE
THE WAY CONFLICT DEVELOP
Psychologist and philosopher William James said, “Whenever two people meet there are
really six people present. There is each man as he sees himself, each man as the other sees
him, and each man as he really is.” This makes for a crowded negotiation table. When 
handling conflict, the issue at hand is only part of the issue.
It’s like having a party; when conflict comes, it doesn’t come alone. It comes with our
upbringing; it comes with our values; it comes with our experiences; it comes with its own
set of circumstances. There are various factors that influence how we handle conflict and
being able to look at these factors within yourself can be incredibly helpful.

REPORT BY: BUTON AND MAMALAPAT

Let’s take a look at the factors that influence our handling of conflict:
 Power
 Temperament
 Culture
 Context
 Relationship
 Values
 Experiences
 Upbringing

REPORT BY: BUTON AND MAMALAPAT

REPORT BY: BUTON AND MAMALAPAT
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