Conflict Resolution Techniques

Table of Contents I. Introduction Definition of conflict 5 5

II.

Types of conflict A. Relationship conflict B. Data conflict C. Interest conflict D. Structural conflict E. Value conflict Conflict Handling Styles A. Problem solving B. Forcing C. Avoiding D. Yielding E. Compromising Positive effects of conflict A. Stimulation of a search for new facts resolution B. Increase in group cohesion and performance C. Assessment of power ability D. Diffusion of more serious conflicts E. Provide creative and innovative ideas F. Add variety to ones organizational life G. Satisfy certain psychological needs H. Motivate individuals to do better and to work harder I. Positive change in society J. Renewal in relationships K. Better ideas produced L. Long standing problems brought to the surface and resolved M. A chance for the people to check their capacities Negative effects of conflict A. Conflicts affect individuals and organizational performance B. In a conflict situation people may promote their self-interests or personal gains at the cost of others or the organization C. Intense conflicts over a prolonged period affect individuals emotionally and physically and give rise to D. Time spent on conflicts ,if coasted , could mean

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E. F. G. H. I. J. K. L. M. VI.

considerable amount of money wasted Conflicts may lead to work sabotage, employee morale problems, and decline in the market share of products/services and consequent loss of productivity Decrease in production Increase in productivity Some people feel defeated and demeaned Individuals and groups concentrate on their own narrow interests Resistance developed rather than teamwork Restricted areas increase Increase in the possibilities of violent conflict Increase in stress people

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Conflict control A. Avoidance B. Alteration C. Feedback D. Help with consequences Structural approaches A. Locating a super ordinate goal Reducing differentiation Better communication/understanding A. Identify the problem B. Come up with several possible solutions C. Evaluate these alternative solutions D. Decide on the best solution E. Implement the solution F. Continue to evaluate the solution Reducing interdependence A. Positive B. Negative C. Increase resources Blake and Moon theory Resolving conflict through Negotiation

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XIII.

Bargaining-Zone-Model of Negotiation A. Initial-offer point B. Target point C. Resistance point Situational Influences on Negotiation A. Location B. Physical setting C. Time passage and deadlines D. Audience characteristics Negotiation skills A. Preparation and goal setting B. Gathering information C. Communicating skills D. Making concessions Third party conflict resolution A. Arbitration B. Inquisition C. Mediation

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XVII. Conclusion

Conflict Resolution Techniques

Introduction It is a fact that in groups of people with different philosophies and personalities, there is a strong possibility to have personal conflicts and disagreements. The simplest and most known definition of conflict is two or more sets of needs pulling in different directions (Cornelius et al., 1992). Conflict has the potential for either great deal of destruction or much creativity and positive social change and the manner in which conflict is handled determines whether it is constructive or destructive. But before we emphasize that much on conflict, we should first define the types of conflict. There are five types of conflict: Relationship Conflict

Relationship conflict occurs because of the presence of strong negative emotions, misperceptions or stereotypes, poor communication or miscommunication, or repetitive negative behaviors. Relationship problem often result to unnecessary escalating spiral or destructive conflict. Data Conflict

Data conflict occurs when parties lack information which is deemed necessary to make the correct decisions, are misinformed, disagree on which data elements are relevant to the issue, interpret information differently or have competing attitude and assessment procedures. Some data conflicts may be unnecessary since they are caused by poor communication between the parties in conflict. It is important to mention that most data conflicts have data solutions meaning that it is only enough to get the correct information in order to reach a point of effective communication and agreement. 5 Conflict Resolution Techniques

Interest Conflict

Interest conflicts are caused by competition over perceived incompatible needs. Conflicts of interest result when one or more of the parties believe that in order to satisfy their needs and interests, the interest of another party must be sacrificed. Interest-based conflicts occur over substantive issues, such as money, physical resources, time etc, procedural issues meaning conflict over the way a dispute can be resolved, and psychological issues in terms of trust, fairness and respect. For such a type or conflict to be resolved, parties should be assisted to express their interests and desires so as for those to be jointly addressed. Structural Conflict

Structural conflicts are caused by forces that are external to the people involved in the dispute. Limited physical resources or authority, geographic constraints (distance or proximity) time (too little or too much), organizational changes, and so forth can make structural conflict seem like a crisis. It can be very helpful to assist parties to appreciate all the external forces bearing upon them. Structural conflicts usually have structural solutions. Value Conflict

These types of conflicts are caused by perceiving or actual incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Value conflict arises when people try to force one set of values to others. Of course one can understand that it is of no use to try to change the values during short and strategic mediation interventions. But it can be very helpful to support each party to express their own values and beliefs in order for the other party to acknowledge them. 6 Conflict Resolution Techniques

Conflict Handling Styles Furthermore, several different conflict handling styles exists. The most common one Forcing Problem solving is the five-category model.

High

Assertiven ess

Compromising

Low Low Cooperativeness High

Avoiding Problem solving

Yielding

Problem solving is when both parties try to find a common ground in order to find a solution that is acceptable. This is a win/win orientation problem solving because both persons are happy with the outcome of the conflict. This problem solving technique is more probable to happen in cases where the interests of the two sides are not directly opposing. The two parties have to have trust to each other, in order to share the information needed and in order for the conflict to be solved. It may also happen when the two sides dont wan to have full responsibility or the ownership of the 7 Conflict Resolution Techniques

solution. As well while one side is open to new information that may lead to new options. Sharing information is not always easy to be done since each side might want the information for the benefit of its own. This process takes lots of time and consumes too much energy. Forcing

Forcing is used when one party wants to win at the expense of the other party. This is a typical win / lose oriented conflict handling style. The more the one side wins, the more the other party loses. Forcing is usually preferred when the one side is convinced that the position it holds is the right one. It is also preferred when the dispute needs a quick resolution and there is not enough time for solving the problem that has arise. Forcing may cause major interpersonal conflict and damage long term the relationship between the two sides. The loser of forcing may look for retaliation. Avoiding

This is a no winners / no losers situation. Avoiding mostly is happening when there is low concern from both parties. It is a good way to overcome a problem that is going to fade as the time goes by. Avoiding also happens when the two sides have been emotionally charged, for instance a personal issue that is appropriate to be solved inside the working place. It can even happen when the cost to resolve the situation is more than the benefit. The problem of avoiding a conflict is that it doesnt resolve the problem and it can even cause a bigger problem for the other side. Yielding This is an I win / you lose situation. Yielding is happening when one side 8 Conflict Resolution Techniques

gives in completely to the other side without any complain. This might happen in a case where the one side has no interest at all or in the case the other side is much more powerful. It can also happen when the one side has not a clear and well organized opinion, or realizes in the procedure that it has a wrong opinion. Yielding might happen when the one side is willing to let the other one to learn by mistake or when the harmony between the two sides is more important than an argument. The problem with yielding occurs when the other side will expect the same attitude at the next conflict, while the influence over that person will have been lost. Compromising

This is a win some / lose some technique. Compromising takes place when the two sides have equal power and they are equally committed to their goals. The two parties search for a middle ground and make equal concessions on individual parts of complex issues. This can happen when the two parties lack of time to solve the problem or there is lack of trust to do so. Compromising may not work if initial demands are too great. Its up to the person which conflict handling style to apply. There are two generalizations regarding which technique is preferred among different cultural groups and people of different gender. People who come from more collectivist countries tent to manage disagreements easier because the well being of their group is more important than their own. On the other hand people from low collectivism countries find it more difficult to handle situations when an interpersonal problem occurs. Regarding the gender, men tend to use more the forcing approach while women use more compromising conflict handling styles. 9 Conflict Resolution Techniques

Positive effects of Conflict Conflict releases energy at every level of human activity, energy that can produce positive, constructive results. Conflicts also provide opportunities to test ones own abilities. Every organization must have faced internal and external conflicts from the time of its inception. However, organizations that resolved their earlier conflicts in positive and constructive ways have survived, grown and prospered because they benefited from their learning experiences. Stimulation of a search for new facts resolutions

When two parties who respect each other face a conflict situation, the conflict resolution process may help in clarifying the facts and stimulating a search for mutually acceptable solutions. Increase in group cohesion and performance

When two or more parties are in conflict, the performance and cohesion of each party is likely to improve. In a conflict situation, an opponent's position is evaluated negatively, and group allegiance is strongly reinforced, leading to increased group effort and cohesion.

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Assessment of power or ability

In a conflict situation, the relative ability or power of the parties involved can be identified and measured. Diffusion of more serious conflicts

Games can be used to moderate the attitudes of people by providing a competitive situation which can liberate tension in the conflicting parties, as well as having some entertainment value. In organizations where members participate in decision making, disputes are usually minor and not acute as the closeness of members moderates belligerent and assertive behaviour into minor disagreements, which minimizes the likelihood of major fights. Provide creative and innovative ideas

Employee benefits of the preset day are an outcome of the union-management conflicts over the past decades. Add variety to ones organizational life

Otherwise work life would be dull and really boring with bad consequences. Satisfy certain psychological needs

Like dominance, aggression, esteem, ego and thereby provide an opportunity for the constructive use and release of aggressive. Motivate individuals to do better and to work harder

It is obvious that through a conflict all employees are going to work harder and better and that is because after a conflict all of them would like to pretend that nothing has changed and they will do even more to prove that. 11 Conflict Resolution Techniques

Positive change in the society Renewal in relationships Better ideas produced

With conflict, problems like bounded rationality, satisfying, intuition and escalation of commitment are erased and therefore more different ideas are likely to be questioned, argued and finally agreed on an issue. Long standing problems brought to the surface and resolved. A chance for the people to check their capacities

Negative Effects of Conflict Negative events produce strong and rapid physiological, emotional and social responses. Conflicts affect individual & organizational performance

Resolving conflicts consumes a considerable amount of managerial time & energy, which could be more productively spent in the absence of conflicts. In a conflict situation people may promote their self-interests or personal gains at the cost of others or the organization. For example, a union leader may call for a strike to assert his superiority or to stabilize his leadership.

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Intense conflicts over a prolonged period affect individuals emotionally & physically& give rise to psychosomatic disorders.

Time spent on conflicts, if costed, could mean considerable amount of money wasted.

In large organizations, the expression time is money is a really important code, so the time lost in most cases of conflict is also lost of money and will lead to greater disasters. Conflicts may lead to work sabotage, employee morale problems, and decline in the market share of product/services &consequent loss of productivity Due to the fact that people are made of emotions and unpredictable characters, all these behaviors are possible outcomes of a conflict situation. Decrease in production. Increase in productivity. Some people feel defeated and demeaned.

After a fight people who have weak character may feel defeated and lose their ego and that would make them feel useless and hopeless. Individuals and groups concentrate on their own narrow interests. Resistance developed rather than teamwork.

It is obvious that in a conflict there is no way to create a functional team that will support a task. It is more likely to create a climate of hostility.

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Restricted areas increase.

After a conflict people get more cautious about others, they protect their files, and laptops from their colleges because of the fear that they will be stolen and used against them. Increase in the possibilities of violent conflict. Increase in stress in people.

It is a consequence that is inevitable to happen after a conflict because either their afraid of what will happen about their position, or they afraid about their colleges future behaviors.

Conflict Control Avoidance:

Avoid situations where conflict occurs, reduce triggering events, cooling off periods. Alteration:

Change the form or place of the conflict Feedback:

Help parties to understand how others are affected. Help with consequences:

Provide support, more rest, and more thinking time.

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Structural Approaches Locating a super ordinate goal

Super ordinate goals are greatly appetence by several departments and can only be achieved by combining the energies and resources of all involved. The introduction of a super ordinate goal will create a cooperative collocation in which departments may interact on problems of joint interests, develop propitious attitudes and desires to achieve solutions that are mutually satisfactory. The introduction of a super ordinate goal adapts a conflict between departments to affable interactions. The logic of introducing a super ordinate goal related to the definition of a conflict. If conflict develops from the perception of incompatible goals, then cooperation would be seniority from common goals. To be successful in resolving interdepartmental conflict, a super ordinate goal must be importance that departments can forget their differences and work together. It must involve several episodes taking into account the time dimension and it must be appeared by a third party. The cumulative efforts of developing cooperative activities are an important determinant of successful conflict management between departments.

Reducing differentiation Toyota drums out differences

Employees at Toyota Motor Sales U.S.A. are drumming out their differences in the car companys drum room. Typically in groups of 15 to 50 from one department, employees bang on various percussion instruments. Most groups soon find a common beat without any guidance or conductor. 15 Conflict Resolution Techniques

Doug Sole leads a group of employees in Toronto in a drum circle. Drum circles encourage participants to learn how to cooperatively work together in unstructured workplaces. They also improve mutual understanding.

Some techniques to decrease the dysfunctional conflict between the employees is to disturb sources of different values and beliefs, move employees around to different jobs-departments and regions. Other ways to diminish differentiation were to have the employees common dress code/status, with this way they avoid the graceless comments, one other way is to have communal work experiences, as the examples above. 16 Conflict Resolution Techniques

Better communication/understanding Identify the Problem.

The goal at this initial level is to say what you want and to listen to what the other people wants. Define the ideas that you both agree on, as well as the ideas that have caused the disagreement. It is important to listen actively to what the other is saying. Come Up With Several Possible Solutions.

This is the brainstorming situation. Plan on the points that you both agree on and your shared goals generate a list of as many ideas as you can for solving the problem, regardless of how feasible they might be. Aim toward quantity of ideas rather than quality during this phase, and let creativity be your guide. Evaluate These Alternative Solutions.

Now go through the list of alternative solutions to the problem, one by one. Consider remaining solutions until the list is narrowed down to one or two of the best ways of handling the problem. It is important for each person to be honest in this phase. The solutions might not be ideal for either person and may involve compromise.

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Decide on the Best Solution.

Select the solution that seems mutually acceptable, even if it isnt good for either party. As long as it seems fair and there is a mutual commitment to work with the decision, the conflict has an opportunity for resolution. Implement the Solution.

It is important to agree on the details of what party must do cooperate, who is responsible for implementing various parts of the agreement, and what to do in case the agreement starts to break down. Continue to Evaluate the Solution.

Conflict resolutions should be seen as works in progress. Make it a point to ask the other person frequently how things are going. Something unexpected might have happen or some part of the problem may have been overlooked. Your decisions should be open to revision, as long as the revisions are agreed upon mutually. There are two warnings, however: First consider communication/understanding after differentiation and second a Western strategy that may conflict with values/traditions in other cultures.

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Reducing interdependence Reducing task interdependence between groups and assigning clear work responsibilities to each group is one of the ways of redesigning organizations. This is an effective method to resolve intergroup conflicts. Positive:

This approach is effective when the work can be clearly divided into distinct segments or projects Negative:

This strategy could sometimes result in duplication of work and also is wastage of resources. Again, creativity is curtained, as work areas are restricted and thus the response to create ideas also gets restricted. Increase resources

One way to manage conflicts, accrue out of competition for limited resources, is to distend the availability of scarce resources. In this method, the positive is to facilitate each conflict party to be glorious, and the negative that the resources rarely exist in such quantities that they can be distend so easily.

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Blake and Mouton theory Blake and Mouton accept that the most important aspect of a successful conflict management strategy is the attempt to shift the behavioural and attitudinal components of a relationship from a competitive to a cooperative orientation. They do, however, suggest that both the common enemy and the super ordinate goal approaches fall short of the need to achieve a genuine conflict resolution. This is because both can be seen as being mainly temporary in character, both are primarily defensive and both strategies may widen a conflict by externalizing it.

Resolving Conflict through Negotiation In simplest terms, negotiation is a discussion between two or more disputants who are trying to work out a solution to their problem. This interpersonal or inter-group process can occur at a personal level, as well as at a corporate or international, diplomatic level. Negotiations typically take place because the parties wish to create something new that neither could do on his or her own, or to resolve a problem or dispute between them. The parties grant that there is some conflict of interest between them and think they can use some form of influence to get a better deal, rather than simply taking what the other side will willingly give them. They prefer to search for agreement rather than fight openly, give in, or break off contact.

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Bargaining-Zone Model of Negotiation Bargaining-Zone Model of negotiation is the range or area in which an agreement is suitable to both parties involved in the negotiation process. It is essentially the overlap area in the low and high range that each party is willing to pay or find acceptable in a negotiation. Bargaining-Zone also can be applied when both parties gain from the negotiation. The main negotiating points are three: Initial-offer Point is the opening offer from one side to another. The initial offer is a crucial aspect in the process of most negotiations.

Target point is the expected conclusion, the goal that a party wants to achieve. In simplest terms, target point defines a negotiators most desired outcome.

Resistance Point is the point that a party will not accept any further negotiation.

Situational Influences on Negotiations Negotiations are influenced also from situational factors. We are going to present the four most important factors which are location, physical setting, time passage and deadlines, and finally audience characteristics. Location: The most widely held view is that negotiators are at an

advantage holding the proceedings on their own territory. The principal advantage of home negotiations is that of saving time, energy and expense. Modern-day buyers often have to fit a dozen meetings into a day. There is much 21 Conflict Resolution Techniques

to be said as well for holding the negotiation on neutral territory such as a hotel, especially if both sides need to cool things down or the choice of territories has become an ego issue. There again, however, matters such as who gets there first, who pays the room hire or who picks up the entertainment tab can become a bone of contention. Physical Setting: Is an important factor through negotiation process

while the physical distance between both parties could influence the performance of the parties and the result of negotiation. Face-to-face negotiation is more likely to conclude in win-lose result, in contrast, when negotiators sit around the table when is more likely to have a win-win orientation. Time Passage and Deadlines: When a party waist a lot of time for

concessions then the possibilities of a succeed negotiation are higher. However, as more time people spend, the higher is the threat of failure because of the escalation of commitment. Deadlines almost always have a significant impact on negotiations. Different types of deadlines impact negotiations in vastly different ways. Short deadlines increase pressure, tension, competition and are often used by those hurt by the passage of time and with little interest in a future relationship with their counterparts. By contrast, longer deadlines tend to decrease pressure, tension, competition. Longer deadlines also help those creatively working together to resolve mutual problems. Audience Characteristics: Many times during the negotiation process

there is public watching the process. Such as members of the parties, executives or the general public. It has been observed that while there is public during 22 Conflict Resolution Techniques

negotiations, parties act differently.

Negotiation Skills Preparation and Goal Setting: Parties have more succeeded

negotiations when they plan and set goals. Negotiators develop strategies for each phase of the negotiation process: opening, middle game, and end game. They understand that, from there, strategies have to be flexible because how their opponents respond to opening offers is unpredictable. Nevertheless, they plan ahead as much as possible. However, results will tend to hover at a point just above this minimum acceptable level. With experience, a negotiator should be able to keep both his/her goal and bottom line in view at the same time without losing the goal focus. Gathering Information: Is essential of understanding the opponents

first. The information learned from each negotiation, provides situational feedback. That requires to listen and to ask the other party for details. The party should evaluate people, interest, options and position. That means to separate the people from the problem, focus on interest but not position, generate a variety of possibilities before deciding and insist that the result be based on some objective standard what to do. Communicating Skills: Without lines of communication there can be

no negotiation. Therefore, this rule is essential. Lines of communication are the life-blood of a negotiation. To ease the stress of negotiating and improve the chances for a successful result, establish rapport with your opponent, and build on that foundation. This is especially important in cases where the parties will 23 Conflict Resolution Techniques

have a long-term relationship after closure. A successful negotiator should know how to communicate effectively. There are three factors that are important to be done. First, negotiators should be cooperative, should listen and finally to pare down large groups. Making Concessions: Concessions are important because they are a

great opportunity to achieve an agreement, second, symbolize parties motivation and finally, let the other party know about the importance of negotiating items. Someone in a negotiation gave away a concession. It's an interesting phrase 'gave away' because good negotiators, whether professional or amateur, rarely give away concessions. Some, as a point of principle, never 'give away' a concession. Someone with good negotiating skills 'trades' concessions. Therefore good negotiators put a value on that concession and will exchange it for something they want in return.

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Third Party Conflict Resolution Third party conflict resolution can be defined as any attempt to help parties solve their differences. Three types of resolutions can achieve this: Arbitration

Arbitration is a form of alternative dispute resolution (ADR) and is a legal technique for the resolution of disputes outside the courts, wherein the parties to a dispute refer it to one or more persons (the "arbitrators", "arbiters" or "arbitral tribunal"), by whose decision (the "award") they agree to be bound. It is a settlement technique in which a third party reviews the case and imposes a decision that is legally binding for both sides. Most often executives in organizations engage in this strategy for the conflict resolution. This type or resolution is applied as the final stage or grievances by unionized employees and is also becoming more common in nonunion disputes. Inquisition

This type or conflict resolution has the overall control over the discussion for the dispute. Inquisitors have high decision control and can choose the resolution method. Moreover they can choose which information should be examined. Mediation

Mediators control the intervention process and manage the context of interaction between the conflict parties. However and opposing to the other two resolution types, in this third and last type the parties make the final decision on how to solve their dispute. Thus mediators have little or no control over the decision.

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Conclusion Concluding, one can say that conflict is an inevitable fact of real life. Satisfaction productivity of organization relationships can be improved by effectively managing and understanding conflict. People nowadays are afraid of conflict resolution because of lack of personal courage or because they are afraid they will not be able to achieve their goals if the other party achieves their own. In organizations, it is a fact that the conflict never disappears. It depends on the manager to effectively solve a conflict between the employees by mediating them and at the end resolving them. Furthermore a manager should see in a conflict the opportunity to increase workplace performance. His role should be not only to eliminate disagreements but also to learn how to manage conflict constructively. If this is done and as long as people listen carefully and explore the facts that result in disagreement, conflict can often be resolved effectively.

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Bibliography Sources of Conflict and Methods of Conflict Resolution paper by Ron Fisher, Ph.D., c. 1977, Rev. 1985-2000 http://www.internetmediatior.com/medres/pg18.cfm http://home.snu.edu/~hculbert/conflict.htm http://www.fao.org/docrep/W7504E/w7504e07.htm http://www.the-cost-reduction-consultant.com/whatisnegotiation.html http://www.beyondintractability.org/essay/negotiation/ http://nosh.northwestern.edu/externalfunded/Steelcase97.pdf http://trosenblat.surveyor.nber.org/papers/Files/NegotiationJournal/dictatorga mes.pdf http://www.docstoc.com/docs/10634425/Communications-management http://www.faqs.org/patents/app/20080271070 http://library.findlaw.com/2001/Jan/1/130785.html

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