CONFLICT RESOLUTION

Conflict

• originates from the latin word “Conflictus” to strike together with force

• fight or struggle

• a class or divergence of opinion and interest occasioned by incompatible desires and aims among others

Vertical Conflict

Differences between manager and staff arise from inadequate communication, opposing interests, and a lack of shared perception and attitudes

• Different levels in the same channel

1. vertical conflict

2. line-staff conflict

3. interdepartmental conflict

4. role conflict

types of conflict

Line-Staff Conflict (Horizontal Conflict)

a struggle over domains involving activities, expertise, and authority, often resulting in interdepartmental conflict or friction

• same level within the channel

Interdepartmental Conflict

Related to the degree of interdependence between departments, the demands of collaboration often create opportunities for conflict

1. Intrasender

2. Intersender

3. Interrole

4. Person-Role

5. Interperson

6. Infragroup

7. Intergroup

8. Role Ambiguity

Kinds of Role Conflict

Intrasender Conflict

Originates in the sender who gives a conflicting or mutually exclusive behavioral response

Intersender Conflict

arises when an individual receives conflicting messages from 2 or more sources

Interrole Conflict

occurs when an individual belongs more than one group

Person-Role Conflict

arises when there is a mismatch between an individual’s values, needs, or abilities and the requirements of their role

Interperson Conflict

common among individuals whose roles require interaction with others who hold different positions within the same organization

Infragroup Conflict

occurs when the group faces a new problem, new values are imposed on the group from the outside environment

Intergroup Conflict

common ground where two groups have different goals and can achieve their goals only at the other’s expense

Role Ambiguity

a condition in which individuals do not know what is expected of them frequently occurs in the organization

Role Overload

when a person is unable to complete all tasks within a limited timeframe, quality may be compromised for the sake of quantity, leading to threats to self-esteem and the development of frustration

1. Sublimation

2. Identification

3. Rationalization

4. Attention getting

5. Reaction-formation

6. Flight into fantasy

7. Projection

8. Displacement

9. Fixation

10. Withdrawal

11. Repression

Reaction to Conflicts

Sublimation

Unacceptable feelings are suppressed and redirected into socially acceptable outlets. For example, engaging in vigorous physical activity can help reduce interpersonal aggression

Flight into activity

This defense mechanism involves staying constantly busy to avoid confronting a problem. While it may offer temporary relief, it does not actually resolve the underlying issue.

Identification

involves boosting self-esteem by emulating the behavior of others. EX: one who lacks social skills may excel academically

RATIONALIZATION

Provides acceptable explanation for undesirable belief or behaviors

ATTENTION GETTING

May involve seeking highly visible jobs, engaging in loud or excessive talking, wearing bright clothing or unusual hair style

REACTION-FORMATION

When an individual represses unacceptable behaviors and values, then substitute the opposite attitudes and behaviors

FLIGHT INTO FANTASY

Allows a person to think of something else like Daydreaming

PROJECTION

People may protect themselves from undesirable feelings and traits attributing them to someone else

DISPLACEMENT

Redirect emotion towards ideas, people, or objects other than the source of the feelings

FIXATION

Maintenance of certain maladaptive behavior, even though it is obvious that it is not effective in this situation

WITHDRAWAL

Removes one from the area of frustration or stress, either physically or psychologically

REPRESSION

Pushes painful information

and memories into

subconscious

1. Competition

2. Labelling

3. Identifing Behaviors and Negative Outcomes

4. Bickering

5. Coalition Formation

6. Constraining Others

7. Intentional Harm

Escalation of Conflicts

1. Discomfort Level

2. Incidence Level

3. Misunderstanding Level

4. Tension Level

5. Crisis Level

Levels of Conflict

Discomfort Level

You do not feel right. You sense and feel some discomfort.

There is a problem, but you are not quite sure what it is.

Incidence Level

There is already a short exchange between you and the person you had feelings of discomfort with, and the incident has left you upset and bothered

Misunderstanding Level

Your actions and words seem to be misperceived by the other party. And his/ her words confuse you. The issue is that, regardless of your actions, this problematic situation continues to occupy your thoughts.

Tension Level

You already feel agitated. You begin to look at the other party in a negative light. You start to stereotype the other party and criticizing their views and behavior.

Crisis Level

You can no longer do things as normally as you would want to. The conflict consumes your thoughts completely, impacting your mind and your whole system.

Your behavior is already being affected, and you feel tempted to take an extreme action

1. opportunity to get to know oneself better

2. opportunity for understanding

3. opportunity for growth

4. strengthen relationships

Advantages of Conflict

• Unassertive and uncooperative, withdraws from the situation

• Lose-lose situation

• Tries to remain neutral

• Approach is appropriate when the other party is more powerful, the issue is unimportant, and one has no chance of meeting those goals

Avoiding “The escapist”

Accommodating “The Peacemaker”

• Cooperative but unassertive

• Lose-Win situation

• Suppresses and smooths over differences.

• It is self-sacrificing - the opposite of competing. One neglects one’s own needs to meet the goals of the other party. It can be used to preserve harmony when the opponent is right and more powerful.

Compromising “The Trader”

• Assertive and Cooperative

• No Lose-Win situation (Modified win-lose outcome)

• Middle of the road position, seldom confronts conflicts

• Because both parties feel they are sacrificing something, they are only partially satisfied.

Collaborating “The Problem-Solver”

• Assertive and Cooperative

• It is a win- win strategy.

• Objectively evaluates with different views

• Problems are identified, and then alternatives are being explored.

• Often leads to creativity and new ideas .

Competing “The Player”

• A power-oriented mode that is assertive and uncooperative.

• Win-Lose strategy

• One is aggressive and pursues one’s own goal at another’s expense.

• Appropriate for short-term needs

STRATEGY FOR CONFLICT RESOLUTION

• Win-Lose

• Lose-Lose

• Win-Win

WIN - LOSE

competing, majority rule, failure to respond, mental or physical power

Lose-Lose

bribes, general rule, arbitration by a neutral third party

Win-Win

consensus, problem-solving, collaborating

Mediator

Facilitates a negotiated solution using reasoning and persuasion

Arbitrator

• Dictate an agreement. It can be voluntary (requested) or compulsory (forced on third parties)

• There will be a settlement.
  
  *Disadvantage: Higher potential for one party to be left out or be at the losing end of the bargain