Definition of conflict management
Differences are inevitable in a local group having members with different experiences, attitudes and expectations. However, some conflicts can support organizational goals. Indeed, too little conflict may lead to apathy, lack of creativity, indecision and missed-out deadlines. Clashes of ideas about tasks also help in choosing better tasks and projects. These are functional conflicts.
Functional conflicts can emerge from leaving a selected incidence of conflict to persist, which can be overcome by programming a conflict in the process decision-making by the group by assigning someone the role of a critic. This also helps to avoid group thinking where group members publicly agree with a course of action, while privately having serious reservations about it.
The most difficult conflicts are those arising out of value differences. The most important thing is to understand the real cause of the differences. Yet every resolution of a conflict can also feed a new conflict in a group. It is, therefore, useful to see conflicts as a series of expressions of existing differences within a group, having some links to each other. How effectively a group deals with conflict management largely affects the efficiency level of its functioning.
Common ways of dealing with conflicts within a group
Conflict-management styles
Collaborating - Conflicting parties jointly identify the problem, weigh and choose a solution.
Accommodating - Playing down differences while emphasizing commonalties.
Competing - Shows high concern for self-interest and less concern for the others interest. Encourages I win, you lose tactics.
Avoiding - Either passive withdrawal from the problem or active suppression of the issue.
Compromising - A give-and-take approach involving moderate concern for both self and others. Each party has to give up something of value. It may include external or third party intervention.
Managing conflict
Factors affecting conflict
Table 9.1 Matching conflict-management approaches with group level conditions
Situation |
Conflict-management approach |
||||
Considerations |
Forcing |
Accommodating |
Compromising |
Collaborating |
Avoiding |
Issue importance |
High |
Low |
Medium |
High |
Low |
Relationship importance |
Low |
High |
Medium |
High |
Low |
Relative power |
High |
Low |
Equal-High |
Low-High |
Equal-High |
Time constraints |
Med-High |
Med-High |
Low |
Low |
Med-High |
Table 9.2 Matching conflict management with process of goals-setting by the group
Conflict-handling style |
Appropriate situations |
Collaborating |
· When both sets of concerns are
too important to be compromised |
Accommodating |
· To allow a better position to
be heard and to show reasonableness |
Competing |
· When quick, decisive action is
vital |
Avoiding |
· When an issue is trivial, or
more important issues are pressing |
Compromising |
· When goals are important, but
not worth potential disruption of more assertive modes |
What to do when you are:
The lead person to present and clarify the background of the conflict
Problem identification
i) Clearly explain your problem in terms of behaviour, consequences, and feelings.
ii) Persist until understood and encourage two-way discussion.
iii) Manage the agenda carefully.
Solution
Make a request. Focus on things you share in common (principles, goals and constraints) as the basis for recommending preferred alternatives.
A chairperson in the group conflict management
Problem identification
i) Establish a climate for joint problem solving
ii) Seek additional information about the problem
Ask questions that channel the lead persons statement from general to specific and from evaluative to descriptive.
iii) Agree with some aspects of the complaint(s)
Signal your willingness to consider making changes by agreeing with facts, perceptions, feelings or principles.
Solution
Ask for recommendations - to avoid debating the merits of a single suggestion, brainstorm and seek multiple alternatives.
A mediator for managing conflict
Problem identification
i) Acknowledge that a conflict exists
ii) Maintain a neutral posture
iii) Manage the discussion to ensure fairness
Solution
Explore options by focusing on interests behind stated positions
Table 9.3 Comparison of conflict-handling styles
Approach |
Objective |
Your posture |
Supporting raionale |
Likely outcome |
I. Collaborating |
Solve the problem together |
This is my position, what is yours? I am committed to finding the best possible solution. What do the facts suggest? |
The positions of both parties are equally important (though not necessarily equally valid). Equal emphasis should be placed on the quality, outcome and fairness of the decision-making process. |
The problem is most likely to be resolved. Also, both parties are committed to the solution and satisfied that they have been treated fairly. |
II. Accommodating |
Dont upset the other person |
How can I help you feel good about this encounter? My position isnt so important that it is worth risking bad feelings between us. |
Maintaining harmonious relationships should be our top priority. |
Other person is likely to take advantage. |
III. Competing |
Get your way |
I know whats right Dont question my judgement or authority. |
It is better to risk causing a few hard feelings than to abandon an issue you are committed to. |
You feel vindicated, but other party feels defeated and possibly humiliated. |
IV. Avoiding |
Avoid having to deal with conflict |
Im neutral to this issue. Let me think about it. Thats someone elses problem. |
Disagreements are inherently bad because they create tension. |
Interpersonal problems dont get resolved, causing long-term frustration manifested in many ways. |
V. Compromising |
Reach an agreement quickly |
Lets search for a solution we can both live with so we can get on our work. |
Prolonged conflicts alienate people from their work and engender bitter feelings. |
The participants become conditioned to seek expedient rather than effective solutions. |
Training module on conflict management
Table 9.4 Contents, objectives and methodology on partnership and conflict management
Partnership content |
Sub-content |
Specific objective |
Methodology |
Role of stakeholders in poverty alleviation Behavioural aspects of building partnership Knowledge of basic government management functions; tendering, budgeting etc. Organizational abilities for PRI meetings Communication skills |
Role of officials, elected representatives, NGO representatives and civil society including beneficiaries |
1. Clarification of role of local development agencies like DRDA, banks, PRIs and NGOs 2 Understanding the attitudes, beliefs, motivation, awareness, socio-cultural aspects and development of partnership among all stakeholders for poverty alleviation |
Lecture-cum-discussion Role-playing Brainstorming Self-analysis techniques Simulation game Story telling and problem-solving Field visit to success and failure sites |
Conflict-resolution content |
Sub-content |
Objectives |
Methodology |
Concept and sources of conflict Collaboration Methods of conflict resolution Institutional mechanism for conflict management among government and NGOs at panchayat level Leadership development on problem-solving, development-oriented attitude and social communication skills Negotiating skills |
Panchayat role in summoning development officers |
To clarify the concept of conflict and collaboration To identify the sources of conflict To understand the process of effective conflict management To plan collaboration with stakeholders To clarify the institutional set-up and interests of stakeholders in conflict- resolution |
Lecture-cum-discussion Brainstorming Role-playing Simulation game Case study PRA |
Source: Conservation Extension Manual for Mid-Level Technicians, Local Development Training Academy, Kathmandu, Nepal. pp.113-119.
Contributed by C. S. Singhal, Associate Professor, Centre for Behavioural and Organisational Development, National Institute of Rural Development (NIRD), Hyderabad, India.