CONFLICT MANAGEMENT

SCOPE
Nature of Conflict Levels of Conflict Sources of Conflict Effects of Conflict Conflict Resolution Strategies Management of Conflict
Signs and Stages How to manage and resolve conflict situations Outline for a mediation session

Nature of Conflict
Conflict
- is a clash of interests, values, actions, views or directions - Is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. - Process that begins when one party perceives that another party has negatively affected or is about to affect, something the first party cares about.

Nature of Conflict
People differ, so they:
y y y y y y y y y y see things differently want different things have different thinking styles, which prompts them to disagree are predisposed to disagree have different personalities have different status have ideological and philosophical differences have different goals have different approaches are influenced by fear, force, fairness or funds

Nature of Conflict
Traditional View - the belief that all conflict is harmful and must be avoided Human Relations View - the belief that all conflict is natural and inevitable in any group Integrationist View - the belief that all conflict is not only a positive force in a group but that is absolutely necessary for a group to perform effectively

Levels of Conflict
INTRAPERSONAL - Conflict that occurs solely in the psychological dynamics of the individual s own mind INTERPERSONAL - Conflict between people is a fact of life - Are serious problem to many people because they deeply affect a person s emotions INTERGROUP - Conflicts between different departments or groups

Sources of Conflict
- Organizational Change - Personality Clashes - Different Sets of Values - Contrasting Perceptions - Threats to Status - Poor Communications - Differing Interest - Scarce Resources - Poor Performance

Effects of Conflict
Positive effects: Stimulates people to search for improved approaches that lead to better results Energizes people to be more creative and experiment with new ideas Resolves once hidden problems Diffuses more serious conflicts Increases group cohesion and performance Negative effects: Cooperation and teamwork may deteriorate Distrust may grow among people who need to coordinate their efforts Motivation level of employees may be reduced Hampers the decision making process Reduces productivity

Effects of Conflict

Four (4) Possible Outcomes of Conflict

Win

Win - Lose

Win - Win

Person A Outcome
Lose

Lose - Lose

Lose - Win

Lose

Win

Person B Outcome

Conflict Resolution Strategies

Resolution Strategy Avoidance Smoothing Forcing Confronting

Probable Outcome Lose Lose Lose Win Win Lose Win - Win

Probable Relationships Between Conflict Resolution Strategies and Outcomes

Resolution Strategy Objective Avoid having to deal with conflict Your Posture I am neutral on that position, let me think about it How can I help you feel good? My position isn't so important that is worth risking bad feelings between us. Rationale Disagreement are relatively bad because it create tension. Probable Outcome Interpersonal problems don t get resolved, Lose Lose causing long-term frustration manifested in a variety of ways

Avoidance

Smoothing

Don t upset the other person

Maintaining harmonious relationship is our top priority.

Other person is likely to take advantage of you.

Lose Win

Probable Relationships Between Conflict Resolution Strategies and Outcomes

Resolution Strategy Objective Your Posture I know what is right. Don t question my judgement or authority This is my position, what is your? I m committed in finding the best possible solution. Rationale it is better to cause a few hard feelings than abandon a position you are committed to. Probable Outcome You feel vindicated but the party feels defeated and possibly humiliated

Forcing

Get your way

Win Lose

Confronting

Solve the problem together

Position of both parties are equally important

Participants find an effective solution.

Win - Win

Assertive Behavior
Confronting conflict is not easy for some people. Assertiveness is the process of expressing feelings, asking for legitimate changes and giving and receiving honest feedback. Assertive people are direct, honest and assertive. By contrast, aggressive people may humiliate others and unassertive people elicit either pity or scorn from others.

Stages in Assertive Behavior

STAGE 1. Describe the Behavior 2. Express your feelings 3. Empathize 4. Negotiate Change 5. Indicate Consequences EXAMPLE When you do this....... I feel.......... I understand why you.......... I want you to ........... if you do (don t), I will ........

Causes of Conflict

Organizational Change Personality Clashes Different Sets of Values Threats to Status Contrasting Perceptions

Poor Communication Different Interest Scarce Resources Poor Performance

Perceptions of Conflict

Model of the Conflict Resolution Process

Constructive Destructive

Participant Intentions
Winning Losing

Resolution Strategies

Avoiding Smoothing Forcing Confronting

Conflict Outcomes

Lose Lose Win Win

Lose Win Lose Win

Management of Conflict
- is the process of planning to avoid conflict where possible and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible. - It is the label for the variety of ways by which people handle grievances - standing up for what they consider to be right and against what they consider to be wrong.

What do organizations use conflict management for?

All members of any organization need to have ways of keeping conflict to a minimum - and of solving problems caused by conflict, before conflict becomes a major obstacle to your work.

The differences between "competition" and "conflict

"Competition" usually brings out the best in people, as they strive to be top in their field, whether in sport, community affairs, politics or work. In fact, fair and friendly competition often leads to new sporting achievements, scientific inventions or outstanding effort in solving a community problem. When competition becomes unfriendly or bitter, though, conflict can begin - and this can bring out the worst in people.

"Disputes of right" vs "disputes of interest

Disputes of right
 where people or groups are entitled by law, by contract, by previous agreement or by established practice to certain rights.  focus on conflict issues such as employment contracts, legally enforceable matters or unilateral changes in accepted or customary practices.  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.

Signs of conflict between individuals

 colleagues not speaking to each other or ignoring each other  contradicting and bad-mouthing one another  deliberately undermining or not co-operating with each other, to the downfall of the team

Signs of conflict between groups of people

 cliques or factions meeting to discuss issues separately, when they affect the whole organization  one group being left out of organizing an event which should include everybody  groups using threatening slogans or symbols to show that their group is right and the others are wrong

How to build teamwork and co-operation

 share information by keeping people in the group up-to-date with current issues  express positive expectations about each other  empower each other - publicly crediting colleagues who have performed well and encouraging each other to achieve results  team-build - by promoting good morale and protecting the group's reputation with outsiders  resolve potential conflict - by bringing differences of opinion into the open and facilitating resolution of conflicts

How to manage and resolve conflict situations

Collective bargaining Process wherein groups of people collectively discuss and resolve issues. Representatives of each group come together with a mandate to work out a solution collectively. Conciliation the act of procuring good will or inducing a friendly feeling groups who are in conflict and who have failed to reach agreement, can come together once again to attempt to settle their differences.

The difference between Negotiation, Mediation, and Arbitration

Negotiation: this is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences and to reach agreement. Mediation: when negotiations fail or get stuck, parties often call in and independent mediator. This person or group will try to facilitate settlement of the conflict. Arbitration: means the appointment of an independent person to act as an adjudicator (or judge) in a dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about who the arbitrator should be, and that the decision of the arbitrator will be binding on them all. Arbitration differs from mediation and negotiation in that it does not promote the continuation of collective bargaining:

How to be an effective mediator

An effective mediator needs certain skills in order to achieve credibility and results:  preferably with a proven record of success in mediation or negotiation  the ability to gain the trust, acceptance and co-operation of conflicting parties  clear thinking in identifying the real problems and offering practical solutions

How to be an effective mediator

 knowledgeable about the organizational structures, strategies and attitudes of the conflicting parties; as well as any relevant laws or agreements  tactful and diplomatic with the necessary powers of persuasion and strong character to nudge the participants progressively towards an agreement.

How to run a mediation process

Stage 1: Introduction and establishment of credibility The mediator plays a passive role and his main task is to gain the trust and acceptance of the conflicting parties, Stage 2: Steering the negotiation process In the second stage, the mediator intervenes more actively in steering the negotiations. He/she may offer advice to the parties, attempt to establish the actual resistance point of each party and to discover areas in which compromises could be reached.

How to run a mediation process

Stage 3: Movement towards a final settlement An experienced mediator will know when to use diplomacy and when to exert pressure towards final settlement of the dispute.. In the event of a final settlement being reached, the mediator usually assists the parties in the drafting of their agreement, ensuring that both sides are satisfied with the wording, terms and conditions of the agreement.

Outline for a Mediation Session

This is a session of at least 2 hours. It is a suggested structure for a formal mediation session around a conflict between two organizations, parties or groups. You should be flexible when you structure a mediation session, e.g. a more informal mediation, say between two neighbours, will need a different approach. In this session, remember that you may want to be flexible with time, for example to allow for translation, to allow each side time to caucus (speak among themselves) or to give the mediator time to meet both sides separately. It is always a good idea to structure a break in the mediation for people to have tea and get some fresh air. So, to allow for things like breaks, extra caucussing and translation, you should try to set aside about 4 hours for the mediation session.

Outline for a Mediation Session

Opening of Mediation Statement of Position Finding Common Grounds Reassessing Position Reaching Agreement Closure of Mediation 15 min 30 min 30 min 10 min 30 min 10 min

Mediation Guideline: Code of Conduct for Participants

This is a checklist of rules and procedures which you can get each side to agree on before you start to run a mediation session. Trust and respect for chairperson (i.e. the mediator) and the mediating team (if more that one person) Should there be translation and who should do it? Is the venue secure and neutral? Do the chairs and tables have to be re-arranged? Size and leadership of delegations. Should observers be allowed? Agreeing to behave in a polite and disciplined way. No blaming, verbal abuse or shouting.

Mediation Guideline: Code of Conduct for Participants

No physical intimidation (e.g. pointing) and violence. No presence and carrying of weapons. Should smoking, drinking and eating be allowed? No other distracting behaviour, e.g. caucusing while the other side is speaking. How long should sessions be?

Mediation Guideline: Code of Conduct for Participants

Equal time for each side to speak and who should speak first. Opportunity to caucus and consult when necessary. How should the mediation be minuted? What parts of the discussion should be confidential? How should the agreement be reported back to members? Should the outcome of the mediation be publicised and how?

We see things the way we want them to be Respect is one of the important keys to avoid conflict.

Let us try to understand others as much as how we want them to understand us.

References
Newstorm and Davis (1993). Organizational Behavior / Human Behavior at Work 9th Edition. New York McGraw-Hill Education Training Unit. Conflict Management. Available at: http://www.etu.org.za/toolbox/docs/building/conflict.html Zach Feral. Three Levels of Conflict. eHow Contributor updated: September 30, 2010. Available at: http://www.ehow.com/list_7211141_three-levels-conflict.html

References
V.N. Asopa; Indian Institute of Management and G. Beye; and Research and Technology Development Service Research, Extension and Training Division, Food and Agriculture Organization (FAO) of the United Nations, Rome, 1997. Management of agricultural research: A training manual. Module 4: Leadership, motivation, team building and conflict management. Available at: http://www.fao.org/docrep/w7504e/w7504e07.htm Conflict management. Available at: http://en.wikipedia.org/wiki/Conflict_management
REPUBLIC ACT NO. 9285, April 2, 2004, An Act to institutionalize the use of an alternative dispute resolution system in the Philippines and to establish the office for alternative dispute resolution and for other purposes. Available at: http://www.chanrobles.com/republicactno9285.html

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