Process of Conflict Management

• Determine the basic of the conflict.
  • Intrapersonal Conflict: Interpersonal conflict refers to a conflict between two individuals. This occurs typically due to how people are different from one another. We have varied personalities which usually results in incompatible choices and opinions.
  • Interpersonal Conflict: Intrapersonal conflict occurs within an individual. The experience takes place in the person’s mind.
  • Intragroup Conflict is a type of conflict that happens among individuals within a team.
  • Intergroup Conflict takes place when a misunderstanding arises among different teams within an organization.
  • Inter-organizational Conflict also occurs between organizations which are dependent upon each other in some way.
  • Intra-organizational Conflict four types of intra-organizational conflict exist (1) vertical conflict (2) horizontal conflict (3) line-staff conflict and (4) role conflict. Although these types of conflict can overlap, especially with role conflict, each has distinctive characteristics.
  • International conflict: It occurs between states at the global level. Competition for the resources certainly plays a part, but value and power conflict are often intertwined and sometimes predominate.
• Analysis the source of the conflicts
  • Scare resources,
  • Personality clashes,
  • Power and status differences,
  • Goal differences,
  • Communication breakdown,
  • Lack of team work,
  • Difference in style etc.
• Consider alternative approach or strategy to conflict management
  • Accommodation: Accommodation simply means covering up the conflict by appealing to the need for unity rather than addressing the issue of the conflict itself. An individual with internal conflict may try to “count his blessings” and forget about the conflict. If two parties have a conflict within the organization, the supervisor may try to calm things down by being understanding and supportive to both parties and appealing them for co-operation. The supervisor does not ignore or withdraw from the conflict nor does he try to address and solve the conflict but expresses hope that “everything will work out for the best of all.” Since the problem is never addressed, the emotions may build up further and suddenly explode. Thus smoothing provides only a temporary solution and conflict may resurface again in the course of time. Smoothing is more sensitive approach than avoiding in that as long as the parties agree that not showing conflict has more benefits than showing conflicts, the conflict can be avoided.
  • Competing: An individual firmly pursues his or her own concerns despite the resistance of the other person. This may involve pushing one viewpoint at the expense of another or maintaining firm resistance to another person’s actions.

Examples of when competing may be appropriate

• In certain situations when all other, less competing methods, don’t work or are ineffective.
• When you need to stand up for your own rights, resist aggression and pressure.
• When a quick resolution is required and using force is justified (e.g. in a life-threatening situation, to stop an aggression).
• As a last resort to resolve a long-lasting conflict.

Possible Advantages of Competing:

• May provide a quick resolution to a conflict.
• Increases self-esteem and draws respect when firm resistance or actions were a response to an aggression or hostility
  • Collaborative: Also known as a problem confronting or problem-solving. Collaboration involves an attempt to work with the other person to find a win-win solution to the problem in hand - the one that most satisfies the concerns of both parties. The win-win approach sees conflict resolution as an opportunity to come to a mutually beneficial result. It includes identifying the underlying concerns of the opponentsand finding an alternative which meetseach party'sconcerns.

Examples of when collaborating may be appropriate:

• When consensus and commitment of other parties are important,
• In a collaborative environment,
• When it is required to address the interests of multiple stakeholders,
• Whena high level of trust is present,
• When a long-term relationship is important,
• When you need to work through hard feelings, animosity, etc.
• When you don't want to have full responsibility.

Possible advantages of collaborating:

• Leads to solving the actual problem,
• Leads to a win-win outcome,
• Reinforces mutual trust and respect,
• Builds a foundation for effective collaboration in the future,
• Shared responsibility for the outcome,
• You earn the reputation of a good negotiator,
• For parties involved, the outcome of the conflict resolution is less stressful.

Compromising:

By weighing the needs of the disputing parties and engaging in give-and-take negotiation to find a compromise, the issue can be resolved. Each side forfeits something while simultaneously gaining something. Conflict resolution techniques are frequently used in talks between labor unions and management. It has become customary for the union to demand more than they are willing to accept and for management to make a lower initial offer than they are prepared to make. They then come to an agreement by compromising through the process of negotiating and bargaining, frequently with arbitrators present. Integrative bargaining is the process used to reach a compromise where both parties ultimately benefit.

Compromising is a useful technique, particularly when two parties have relatively equal power, thus no party can force its viewpoints on the other and the only solution is to compromise. It is also useful when there are time constraints. If the problems are complex and many-faceted, and the time is limited to solve them, it might be in the interest of conflicting parties to reach a compromise.

Avoiding: This is when a person does not pursue her/his own concerns or those of the opponent. He/she does not address the conflict, sidesteps, postpones or simply withdraws.

Examples of when withdrawing may be appropriate:

• When the issue is trivial and not worth the effort.
• When more important issues are pressing, and you don't have time to deal with it.
• In situations where postponing the response is beneficial to you, for example -
  • When it is not the right time or place to confront the issue.
  • When you need time to think and collect information before you act (e.g. if you are unprepared or taken by surprise).
• When you see no chance of getting your concerns met or you would have to put forth unreasonable efforts.
• When you would have to deal withhostility.
• When you are unable to handle the conflict (e.g. if you are too emotionally involved or others can handle it better).

Possible Advantages of Withdrawing:

• When the opponent is forcing / attempts aggression, you may choose to withdraw and postpone your response until you are in a more favourable circumstance for you to push back,
• Withdrawing is a low-stress approach when the conflict is short,
• Gives the ability/time to focus on more important or more urgent issues instead,
• Gives you time to better prepare and collect information before you act .
• Choose the most appropriate approach style/strategies.
• Implement conflict management strategy.
• Evaluate the result.