EDM 217

Organization and Management of Educational Institution

CONFLICT AND
STRESS
MANAGEMENT
EMILIO FER G. VILLA
Reporter
EDM 212│Conflict and Stress Management

What is Conflict? Myth Truth

Conflicts is Conflicts is a
dysfunctional normal part of life

All conflicts can be Most conflicts at

resolved least be managed

Conflicts will go Conflicts can

oConflict – struggle away if ignored motivate change

between people with Conflicts can result Conflict can

in a winner and a strengthen
opposing needs, wishes or loser relationships
demands.
EDM 212│Conflict and Stress Management

Positive Effect of Conflict

Opens up
channel of
Parties can
Energizes communi-
learn from the
people cation that may
experience
not already
exist
EDM 212│Conflict and Stress Management

Positive Effect of Conflict

Opens up
channel of
Parties can
Energizes communi-
learn from the
cation that may
people not already
experience
exist
EDM 212│Conflict and Stress Management

Positive Effect of Conflict

Opens up
channel of Parties can
Energizes
people
communi- learn from the
cation that may experience
already exist
EDM 212│Conflict and Stress Management

Positive Effect of Conflict

Opens up Parties can

channel of
Energizes
communi-
learn from
people
cation that may the expe-
already exist rience
EDM 212│Conflict and Stress Management

Negative Effect of Conflict

Anger/resentment can make it difficult for a working
relationship to continue

Unresolved conflicts can lead to misconceptions about

parties involved

Ongoing conflict makes it difficult to focus on jobs

EDM 212│Conflict and Stress Management

Negative Effect of Conflict

Anger/resentment can make it difficult for a working
relationship to continue

Unresolved conflicts can lead to misconceptions about

parties involved

Ongoing conflict makes it difficult to focus on jobs

EDM 212│Conflict and Stress Management

Negative Effect of Conflict

Anger/resentment can make it difficult for a working
relationship to continue

Unresolved conflicts can lead to misconceptions about

parties involved

Ongoing conflict makes it difficult to focus on jobs

EDM 212│Conflict and Stress Management

Types of Conflict

Interpersonal Conflict Intergroup Conflict Organizational Conflict

oBetween oBetween oBetween
individuals that groups/teams/dep employees and
perceive or value artments within the organization
a situation an organization itself
differently
EDM 212│Conflict and Stress Management

Conflict Management Strategies

Problem Solving / Collaboration / Confronting
o In this method, people involved in the conflict or having a different
opinion, they come forward to discuss the problem at hand with a
very open mind.

Compromising / Reconciling
o Sometimes for certain conflicts, there will be a need for the involved
parties to think of a middle path wherein both parties will be
temporary.
EDM 212│Conflict and Stress Management

Conflict Management Strategies

Withdrawing / Avoiding
o In some situation one of the parties in the conflict may decide to
retract form the discussion and allows going with the others persons
opinion. Or some situation, one of the parties may decide to
completely avoid the conflict by maintain silence

Forcing / Competing
o In some situation, a person with authority and power can force
his/her opinion and resolve the conflict without giving any chance to
the other party/person.
EDM 212│Conflict and Stress Management

Conflict Management Strategies

Smoothing / Accommodating
o In these kind of scenarios, one of the parties can take charge and
tries to smooth the surrounding by using nice words and by
emphasizing on the points of agreements and playing down on the
points of disagreements.
 The Normal Lights
Volume 10, No. 2 (2016)

A Conflict Management Program for

Teachers

Arlon P. Cadiz Danilo H. Villena

Eulogio Amang Rodriguez Institute of Adelina H. Velaso
Science and Technology Philippine Normal University
arloncadiz@gmail.com

Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
 The Normal Lights
Volume 10, No. 2 (2016)

Purpose of the Research

This study aimed to determine the perceived conflicts between and among
teachers inside the school setting, their styles of handling conflicts, and their level of
productivity. This study also aimed to propose a Conflict Management Program as a
way of reducing conflicts between teachers and enhancing teachers’ level of
productivity.
2. How do the teachers manage their conflicts between and among themselves with
respect to the given areas?
4. Is there a significant relationship between perceived conflicts between teachers and
teachers’ level of productivity?
5. What Conflict Management Program can be developed to reduce or lessen conflicts
between teachers to improve their level of productivity?

Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
 The Normal Lights
Volume 10, No. 2 (2016)

Result and Discussion

Teachers’ Management of Conflicts between

and among Teachers
Table 2 presents the top five ways on
how the teachers handled conflicts between
them pertaining to the six given areas.
Confrontation and negotiation were two of
the teachers’ ways in handling conflicts.
These indicators fall on Collaborating as a
conflict management style employed by
teachers. The indicators were usually
responded repeatedly in the first four to five
areas.

Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
 The Normal Lights
Volume 10, No. 2 (2016)

Result and Discussion

Relationship between the Perceived Conflicts between
Teachers and their Productivity Level
Table 4 shows that there was no significant relationship
between the perceived conflicts between teachers and their level
of productivity. However, the computed r for learners’ achievement
and professional and personal characteristics showed moderate
correlation. The findings negate the argument of Mendoza (2001)
and the finding of Visco (2000). The former stated that conflicts in
a school setting can have a way of seriously undermining the
people’s morale and effectiveness and that they can be the cause
of reducing productivity while the latter revealed in his study that
there was a significant relationship between interpersonal
relations and faculty productivity taken singly and as a whole.
Perhaps, different people with different working conditions and
varied circumstances are some of the factors contributing to the
differences in the findings.
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
 The Normal Lights
Volume 10, No. 2 (2016)

Conflict Management Programs for Teachers

The researchers proposed the Conflict Management Program for Teachers.
It is necessary as proposed by previous studies such as those of: Stinski and
Gallus (1994), that there should be a program which includes formal process
for resolving conflicts between teachers through trained specialists and
resources which includes workshops; Flora (2002) on well-planned training
program to enhance conflict management styles; Adomi et al. (2005) on training
for teachers as a way of preparing them for conflict management through
seminars, workshops, conferences, and symposium from time to time. Also, the
proposed conflict management program is necessary to enhance productivity of
teachers as espoused by Lazarus (2014), that workers at all level should
be trained to reduce the occurrence of conflict at workplace and to improve
productivity and professional competence of teachers.
Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
 The Normal Lights
Volume 10, No. 2 (2016)

Conflict Management Programs for Teachers

The activities in the form of seminars, training, and even workshops are
anchored on the results and findings of this current study. Some activities for
teachers are: seminar workshop on conflict resolution and analysis with
emphasis on conflict management; seminar-workshop on alternative dispute
resolution (ADR) with emphasis on the various forms of mediation or
negotiation process; training with respect to proper communication skills (verbal
or non-verbal), right behaviour, and attitude in handling conflicts between and
among them.

Suggested Citation: Arlon, A. P., Villena, D. H. & Velaso, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2), 127 – 156.
EDM 212│Conflict and Stress Management

What is STRESS?
oStress - Any physical,
chemical or emotional
factor causing bodily
harm or mental tension.

oWork stress refers to the process of job stressors, or

stimuli in the workplace, leading
to strains, or negative responses or reactions.
EDM 212│Conflict and Stress Management

Stages of Stress?

Initial Fuel Chronic

Burnout
Shortage and Crisis
Stage Stage Stage
Stage
EDM 212│Conflict and Stress Management

Stages of Stress?

Fuel Chronic
Initial Shortage and Crisis
Burnout
Stage
Stage Stage Stage

Anxiety due to new job, excitement, enthusiasm, pride, challenges in

first stage.
EDM 212│Conflict and Stress Management

Stages of Stress?
Chronic
Initial Fuel and Burnout
Stage Shortage
Stage
Crisis
Stage
Stage

Energy resource gradually go down in coping with the demands, habits an

strategies for coping stress.
EDM 212│Conflict and Stress Management

Stages of Stress?
Initia Fuel
Chronic and Burnout
l Shortage
Stage
Crisis Stage Stage
Stage

Physiological symptoms are prominent, if it persist for a long time, we

enter a crisis stage.
EDM 212│Conflict and Stress Management

Stages of Stress?

Initial Fuel
Shortage
Chronic
and Crisis Burnout Stage
Stage Stage Stage

When the ability to cope with stress begins to let us down, then we are in
this stage.
EDM 212│Conflict and Stress Management

Factors which cause Stress?

01 02 03
Organizational Workplace Role Stressor /
Constraints Mistreatment Multiple Roles Given

1. Job-related 6. Task preparation

information 7. Time availability Workplace 1. Role Ambiguity
2. Budgetary support 8. Work environment mistreatment presents 2. Role Conflict
3. Required support 9. Scheduling of a cluster of 3. Role Overload
4. Materials and activities interpersonal variables
supplies 10. Transportation such as interpersonal
5. Required services 11. Job-related authority conflict, bullying,
and help from incivility.
others
EDM 212│Conflict and Stress Management

Factors which cause Stress?

04 05 06 07
Workload Work-Family Conflict Personal inadequacy Ethical Issues

Excessive workload is It is a form of inter- It could be a factor for

one of the most role conflict in which stress when the It could be a cause of
salient stressors at demands form one’s competencies of the stress when certain
work. work domain and employee are not up things are expected of
one’s family domain to the mark for the you which do
• Quantitative are incompatible to job. not fit in your ethical
Workload some extent. behavior and are forced
• Qualitative to do
Workload
EDM 212│Conflict and Stress Management

Factors which cause Stress?

08 09
Nature of the Job Inter-personal or
Group Factors
Common work related
stress is experienced It includes factors such
from task demand, as lack of cohesion,
time pressures ,nature interpersonal
of job etc. conflicts ,unpleasant
relationship ,poor
communication ,fear
of being isolated from
the group as a valued
member.
EDM 212│Conflict and Stress Management

Effects of Stress
Poor Time Management
o An overwhelming workload, lack
of peer support and too many demands at once, however, contribute
to a sense of frustration and
panic that there isn't enough time to complete the work.

Strained Relationship
o Stress is a major contributor to job burn-out and strained interactions
with peers and supervisors
EDM 212│Conflict and Stress Management

Effects of Stress
Lack of Focus
o Stress affects your ability to remember things you already know, to
process new information you
are learning and to apply both to analytical situations and physical
tasks that require
concentration.
Effect on Health
o In addition to headaches, sleep disorders, vision problems, weight
loss/gain and blood pressure, stress affects cardiovascular, gastrointestinal
and musculoskeletal systems, says Richard Weinstein, author of "The
Stress Effect."
EDM 212│Conflict and Stress Management

Effects of Stress
In recent decades, researchers have studied the relationship between job
stress and physical illness. Examples include sleep disturbances, upset
stomach and headache, as well as compromised relationships with family and
friends. Other symptoms include:
- Headaches - Procrastination
- High blood pressure - Increased use of alcohol and
- Indigestion drug
- Insomnia - Poor job performance
- Irritability
- Short attention span
- Loss of appetite
EDM 212│Conflict and Stress Management

Strategies to Overcome Stress

Delegation of Work
Time Management
Stress Management Training and Employee Assistance Program

Other Leadership Strategies

EDM 212│Conflict and Stress Management

Other Leadership Strategies

Ensuring that workload is aligned with employee capabilities
and resources
Designing job that provide meaning and
opportunities for workers to succeed

Clearly defining roles and responsibilities

Providing opportunities for professional development

and participation in decision-making

Improving communication concerning the overall

health of the company
EDM 212│Conflict and Stress Management

Strategies to Overcome Stress

Managing Stress at Individual Level

Goal Oriented Work
Enhancing Personal Skills for Top Job
Performance
Managing conflict and Stress
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