Intergroup and Third Party Peacemaking Interventions

INTERGROUP AND THIRD-PARTY
PEACE MAKING INTERVENTIONS
 PRESENTED BY-  UNDER GUIDANCE

Akhil Sood OF:
Himanshu Pandey Prof. N.K. Chaddha
Nikhil Shah
Rohit Kumar Singh
 When there is conflict among groups each
groups describes the other in terms of
negative stereotypes.
 Interaction and communication between the

groups decreases.
 The atmosphere at the workplace is full of

conflicts and misunderstanding.
 So two question arises…..
 How can we implement conflict-reducing

mechanism?
 How do we begin?
Intergroup Team-Building Interventions
 The focus of this team building group of OD is
on improving intergroup relations.
 OD methods provide ways of increasing
intergroup co-opertion and communication.
 Blake,Shepherd and Mouton has developed
activities applicable to stressed situations
in the forms of steps.
Steps…
 The leader of the two groups are asked if they
want an ameliorative mechanism for the
solution.
 If yes, the groups meet in separate rooms and
build two lists.
 The two groups come together to share each
other the information on the list.
 Now the groups discuss the areas of
disagreement and friction separately and
makes a list of priority issues which is usually
much smaller than the previous one.
 The two groups come back together and share
there list, after comparing it they together list
the issues which should be resolved. They set
priorities and together they take action for
resolving the problem.
 The groups or the leaders assess how the
group are doing there action plan. They follow
up the intergroup team-building activity to
monitor it.
Third party Peacemaking Intervention-
Walton’s Approach
Third party peacemaking intervention- Walton’s Approach
 Walton has presented a statement of theory

and practice for third-party peace making
interventions that is important in its own right
and important for its role in organization
development.
 Walton’s method has a lot in common with
group interventions but it is directed more
towards, interpersonal conflict.
Third party peacemaking intervention- Walton’s Approach
• The basic feature of this third party

peacemaking intervention is ‘Confrontation’
i.e. the two principals must be willing to
confront the fact that conflict exists and that it
has consequences on the effectiveness of the
two parties involved.
• The third party must know how, when and
where to utilize confrontation tactics that
surface the conflict for examination.
Walton’s model for diagnosis of conflict situation
The model is based on four elements:

 The conflict issues.
 Precipitating circumstances.
 Conflict relevant acts.
 The consequences of the conflict.
Apart from these four key elements of conflict
diagnosis it is also important to know and
differentiate the source of conflict.
Sources of Conflict
Substantive Issues Emotional Issues

 Involves disagreements  Involves negative feelings
over policies and practices, between the parties(e.g.,
competitive bids for the anger, distrust, scorn,
same resources and resentment, fear, rejection).
differing conceptions of
roles and role relationships.
 Requires restructuring
 Require problem-solving perceptions and working
and bargaining behaviors through negative feelings.
between the principals.
Walton’s outline for productive
confrontation(process of addressing conflict)
 Mutual positive motivation.
 Balance of power.
 Synchronization of confrontation efforts.
 Differentiation and integration of different
phases of the intervention must be well paced.
 Conditions that promote openness should be
created.
 Reliable communicative signals.
 Optimum tension in the situation .
Organizational Mirroring
Questions
1. Describe the 2. Describe the steps

organizational and goals of the
mirroring organizational
intervention and its mirroring process.
intended use in
creating positive
change in the
workplace.
 Set of activities in which host group receives
feedback about how it is perceived and
regarded from reps across organization
 Intended to improve intergroup relationships
 Different from inter-group team building
intervention.
Process
1. Host group asks key reps from interface group (customer-supplier
groups) to meet and provide feedback
2. Pre- and post interviews by consultant to identify magnitude of
issue(s), prep participants and answer their questions
3. At the actual session:
1. Opening remarks by manger of host group to set tone
2. Guests use fishbowl discussion to maintain natural flow; hosts
listen
3. Hosts fishbowl discuss, ask for clarification from guests
4. Subgroups of guests and hosts form to identify most important
changes host group needs to make
5. Reconvene in large group to hear summaries of each sub group and
form master task list
6. Action planning, tasks, responsible parties, completion dates
established and agreed, concluding mirroring session
7. Follow-up meeting to assess and review progress
Partnering
PARTNERING
• Used in situations where two or more entities are
likely to incur unnecessary conflict and/or cost
overruns.
• A variation of team building and strategic planning
• Objective is to form ‘ an effective problem
finding/problem solving management team
composed of personnel from both the parties, thus
creating a single culture with one set of goals and
objectives for the project.
• Ideally, partnering involves all the functions in the
project, including engineering and design, site
management, and home office support.
PARTNERING – A CASE
• Case involved US Army Corps of Engineers and a
Contractor
• The Corps of Engineers selected the OD consultants.
• A retreat at a natural site with participants including key
managers from home offices, site managers from both
the Corps and the contractor.
• Workshop focused on “team-building, action research
and planning including advanced conflict resolution
methods, development of a shared vision, and strategic
planning to demonstrate the utility of group decision
making.
• Lists were developed and shared showing both the
‘strengths’ and ‘problems’ of the Corps and the
Contractor
PARTNERING – A CASE
• Mixed groups, comprising members from both parties,

selected one or more of the problems to diagnose
further, identified and evaluated possible courses of
action and made recommendations to the total group.
• Mutual commitment to teamwork, equitable problem
solving and open communication was made.
• A follow-up workshop was held three months after
project began.
• At six months, “on-site data-gathering visits were
conducted with follow-up workshops involving all the
key players.
PARTNERING - APPRAISAL
• While partnering did not solve all of the problems that

surfaced during the life of the various projects, high
success rates have been reported, and participants
tended to report “better results than on previous non-
partnered projects.”
• As a result, partnering has been used on several other
large government projects involving the Air Force,
Navy, and NASA, and their contractors.
concluding comments…
 Intergroup team building , third party

peacemaking, the organization mirror and
partnering are four major interventions that
have been developed to improve intergroup
and interpersonal relations.
 All these reduce intergroup and interpersonal
conflict and improve relationships.
Thank you…..

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INTERGROUP AND THIRD-PARTY

PEACE MAKING INTERVENTIONS

 PRESENTED BY-  UNDER GUIDANCE

 Interaction and communication between the

 The atmosphere at the workplace is full of

 How can we implement conflict-reducing

 Walton has presented a statement of theory

• The basic feature of this third party

The model is based on four elements:

Substantive Issues Emotional Issues

1. Describe the 2. Describe the steps

• Mixed groups, comprising members from both parties,

• While partnering did not solve all of the problems that

 Intergroup team building , third party

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