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Ross Stinger (1967) defines conflict as a situation in which two or more human beings desire goals, to which they perceive as being obtainable by one or the other but not both. Thus, conflict is made of 3 components i.e., 1. Situation where the conflicting parties view each other as competitors, or having mutually competitive interests or wants. 2. Attitudes i.e., leading to hostility and frustration. 3. Behavior i.e., Threatening, confrontation, destructive, egoistic, opposing, withdrawing acts etc.
Types of conflict
1. 2. 3. 4. 5. 6. 7. 8. 9. Task conflict Relationship conflict Process conflict Social conflict Intrapersonal conflict Interpersonal conflict Intragroup conflict Intergroup conflict International conflict
The Conflict Process-Diagram
Step I
Potential opposition/ Incompatibility
Step II
Cognition & Personalization
Step III
Step IV
Step V
Intentions
Behavior
Outcome
Antecedent conditions
Perceived conflict
Conflict handling Intentions
Overt Conflict
Communication Structure Personal Variables
Felt conflict
1. 2. 3. 4. 5.
Competing Collaborating Compromising Avoiding Accommodating
Partys behavior Others reaction
Increased group performance
Decreased group performance
Conflict Situation Situations 1. 2. 3. Individual/ Individual/ Group level Group Level A A1 B B1 Approach / Win Avoidance/Defeat Avoidance/Defeat Approach / Win Avoidance/Defeat Avoidance/Defeat
4.
Approach / Win Approach / Win
Conflict Intensity Continuum
Annihilatory Conflict
Overt efforts to destroy the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others Minor disagreements or misunderstandings
No Conflict
Conflict Handling Styles
Assertive
(Dimensions of various Intentions)
Competing
Collaborating
Assertiveness
Compromising
Unassertive
Avoiding
Accommodating
Uncooperative
Cooperative
Cooperativeness
Potential Sources of conflict/ orientations
Potential Sources of conflict
Differences in culture, ideology & values Different goals, different educations, experiences, Varying perception, resources varied norms, Competitions/ Relationship
Conflict-escalation mode Perception
Contradictor y conflicting Conflicting Diverse Conflicting Limited Undesirable Dependent Inadequate Limited Narrow (own)
Resultant orientation
Prejudices Stereotyping
Conflict prevention/ Resolution mode Resultant Perception orientation
Modern & open outlook Varied Complementary Democratic views Positive attitude Expandable Useful Interdependent Clarity/ unambiguity Shareable Broader Acceptance & Tolerance Understanding Super ordination Constructive approach/decisions Consensus Sharing Tolerance Empathy and cooperation Better understanding
Individualistic
Clash of ideas & thoughts Negative attitudes Fighting Intolerance Dominance/ submission Communication gap Lack of trust Short term perspective
Poor communication
Use of power Concern with self
Trust
Long term perspective
Source : Pareek, 1992
Conflict Management Style (Black et. al.)
Approach
Compromise Confrontation
Avoidance
Out-group perceived as Unreasonable
Arbitration
Negotiation
Resignation Appeasement
Open to reason
Withdraw
Diffusion
Opposed to our Interests & belligerent
Having own interests but interested in peace
Out-group perceived as
Negotiation Process
Steps (1) Preparation and planning
(2)
Definition of ground rules
(3)
Classification and justification
Bargaining and problem solving Closure and Implementation
(4)
(5)
Effective Strategies for Conflict Resolution
Perceptual tactics/ strategies Identifying the problem in terms of goals rather than solutions Identifying the existence of mutually beneficial solutions Changing the focus of attention from other party to the problem Identifying the costs of not resolving the problem Identifying the costs of self sacrifice or domination
Affective Strategies Establishment of positive feelings by each party about themselves and others through clinical/ fact-finding method Minimizing feelings of anger, threat, or defensiveness by depersonalizing the problem and using a natural language
Situational Strategies/ tactics Reducing time pressure Providing neutral spatial arrangements Increasing proximity and interaction of the parties Equalizing and ignoring power differences Using sense of humor and interpersonal skills
Procedural Strategies Clarifying communication . Stating issues in specific rather than general terms Defining the problem jointly by the parties Making the feedback descriptive Separating the process stages of problem identification, solution, generalization, and evaluation Redefining problem statements in terms of needs rather than solutions Accepting the process rules of prescribing, forcing, acquiescing, or avoiding behavior State your position in terms of a problem to be solved rather than a solution to be accepted by the adversary Retain your flexibility by not becoming committed to a fixed position Make every effort to understand your adversary's viewpoint Present to your adversary an accurate picture of your own needs and motives, so that the other party can think up options that satisfy the needs of both parties.
Competencies required for Conflict Resolution
Unfreezing Being open Learning Empathy Searching for common themes Generating Alternatives Responding to alternatives Searching for a solution Breaking the deadlock Committing to the solution within the group Committing the whole group
Elements of Cognitive path & Decision path (for team & organizational development)
Dynamic Judgement Formation Model Alexander Bos (1974)
Thinking
Perceiving
Feeling
Acting
Volition
Cognitive path Decision path
Conflict Resolution Techniques
1. 2. 3. 4. 5. 6. 7. 8. 9. Problem - solving Super- ordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Altering the human variable Altering the structural variables
Conflict Prevention A proactive approach which means anticipating potential causes of conflict and taking quick action to turn them into positive forces for better understanding and cooperation. Conflict Transformation Goes beyond the solutions and entails further question how do we build / re-build relationships and institutions that
can support and sustain non-violent social change, world peace, living together and save our planet . It requires the spiritual awakening and feeling of oneness amongst the members in the society.
Thank You
