CONFLICT

 Conflict – dispute between the parties resulting from the

contradictions of interests, goals, values and points of view.
 Serious conflict – the benefit of one party inevitably means the
loss of the other side.
 Mild conflict – despite initial divergences of interests, you can
solve it so that the both sides get the advantage. It gives the
possibility of compromise.
 Stages of conflict:
― preceding situation relatively easy to control
― provocation stage course of conflict
― escalation stage controlling requires more
― confrontation stage qualifications
 Solving conflicts:
 Equivalence of partners (equal treatment)
 Self-reliance of partners (relative independence)
 Open and clear communication
 Analysis and understanding of the conflict (reflection)
 CONFLICT
 „Permanent cooperative moves against an opponent who is
set competitively results in demoralizing. If peacekeeping is
unsuccessful, you must show determination, not give in to
pressure an opponent”

 Reactions for the conflict:

 ACTS OF CUTTING OFF
 Blaming
 Rejecting (reluctance, critisism)
 Ordering, demands
 Hostile questions
 Negative assumptions
 Avoiding the responsibility

 ACTS OF EVASION (negating the existence of a conflict,

changing the subject)
 CONFLICT
 ACTS OF INTEGRATION
Revealing oneself (feelings, thoughts – as a proof of trust)
Requests for unveiling of the opponent
Clarfying the allegations (clarification of the claims)
Personal support (expression of understanding and
appreciation)
Emphasizing the comunity (common, shared interests, values)
Accepting the responsibility (own contribution to the conflict)
 What increases the discord:
 Biased perception of deception
 Introduction of double standards of conduct /action
 Modification of responsibility – everyone flips it on the opposition
 Simplifying the picture of a problem – it becomes more and more
one-dimentional and biased with time.
The way to build the climate
of negotiation:
The climate of cooperation:
The climate of tention:
 informing, describing,
 judging,  pursuing to solve the
 generalizing,
problem together (task
 controlling,
orientation),
 hidden strategies,  open showing of trust,
 cold indifference,
honesty,
 showing supremacy,
superiority,
 empathy,
 unshakeable confidence.
 showing equality (of
positions, rights),
 showing the will to deep
explanation and common
explorations.
W. Moore singled out five potential sources of conflict
and thus five types of conflict: conflict of relations, the
conflict of data, conflict of interests, structural conflict and
conflict of values.

 CONFLICT OF DATA  CONFLICT OF RELATIONS

•lack of information •wrong perception
•wrong understanding of data •poor communication
•different interpretations of data •strong emotions
•various procedures for •stereotypes
collecting data •negative, retaliatory
actions
 Sources of conflict
CONFLICT OF VALUES • time limits
• differences of religion, ideology, • excess of tasks
tradition • different social roles
• values connected with the „I” CONFLICT OF INTERESTS
(identity if a person) • material interests (money,
• values of an everyday life time, division of labour)
(customs, conventions) • procedural interests (way of
STRUCTURAL CONFLICT holding the talks)
• uneven control of resources • psychological interests (sense of
• uneven layout of the powers self confidence, dignity, respect,
• spatial distribution/layout trust)
POSSIBLE SOLUTIONS OF CONFLICT (Ch.W.
Moore)
 Win and Lose Result:
one side realises own interests to the detriment of
the other side. It happens when:
1. one side has got negotiation supremacy over
the other,
2. mutual long term relations are not important

3. stake to win is very high,

4. at least one side does not want to negotiate in a

problem-solving way,
5. usually an effect of distributive negotiation.
 Deadlock/impasse:
a situation in which the action cannot be continued
without new impulses, ideas, resources, concessions.
Mediation is the most often solution for the impasse.
Impasse happens when:
1. sides try to avoid conflict at any price,

2. no side has got enough strenght to push its solution,

3. there is lack of trust and good communication

between sides or inadequate proceedures of solving the
problem,
4. stake to win is too low ar no side is eager to solve the
conflict,
5. interests of the sides are not related,

6. at least one side is not set cooperatively.

 Compromise:
Most common effect of distributive negotiation, in
which the fixed pool of resources is divided between
sides. Both sides resign from a part of their interests
and aims in order to get the other ones. The
concessions do not have to be symmetrical.
It is most often a solution when:
1. no side has got the power to win completely,

2. sides care about good long-term relations, yet do not

have the trust to find together an integrative solution,
3. stake to win is relatively high, 4. sides are assertive

5. sides’ interests are related,

6. sides has got the margin of freedom which lets them

cooperate and lead a tender.
 Win – win solution:
It is possible in a situation in which:
1. both sides are not willing to use force,

2. long term relations are important for both sides,

3. stake for mutualy satisfying solution is high,

4. both sides are set to assertive solving the

problems,
5. sides are set cooperatively, solve the problems
together.
 GRIT
[graduated reciprocation (return) in tention reduction]
Emphasising common responsibility for a given situation,
without blaming, identifying the guilty one.
Acknowledging the hostility and fight as counterproductive.
We can act together and it is the most beneficiary for everyone.
 Stage I Announcing in advance the peace acitivities, showing
the connection between the cooperation and profit.
 Stage II Realisation of announced acts of cooperation. Usually
the reaction of the other side is lack of trust. So we repeat the
action 2-3 times.
 Stage III After the three negative reaction, we send the signal
of our disapproval (retaliatory/revenge action)
 Stage IV Return to the announcement of cooperation - stage I.
 GRIT example
 Stage I Announcing in advance the peace acitivities, showing the connection between
the cooperation and profit.

Mrs Adams, we are neighbours for 15 years now, let’s be friends ,

it’s better than argue all the time. We live in one house, it’s like we
were a family. We could meet and chat sometimes.
 Stage II Realisation of announced acts of cooperation Usually the reaction of the other
side is lack of trust. So we repeat the action 2-3 times.

Mrs Adams, I would be very glad if you came to my name’s day

party next weekend. It would be nice to sit and chat.
 Stage III After the three negative reaction, we send the signal of our disapproval
(retaliatory/revenge action)

Making the huge grill party and not inviting Mrs Adams.
 Stage IV Return to the announcement of cooperation - stage I.
Inviting Mrs Adams for tea in the Sunday afternoon.