Conflict Resolution: Types, Causes and Conflict Intervention

Following on from our last blog, where we defined conflict, we now discuss and define types of conflict, where conflict occurs and some ways that we can start to intervene in order to more effectively manage conflict.

Types of Conflict

Conflicts can be categorised into three general types:

·     Intrapersonal Conflict occurs within us: when we are at odds with ourselves, when we are torn between choices we need to make, when we are frustrated with our goals or accomplishments.  Conflict with ourselves very often leads to conflict with others.

·     Interpersonal Conflict occurs between two or more individuals.  We might get into a heated debate in a meeting, get in an argument with a co-worker or have a bad encounter with our boss. This is the type of conflict we are most concerned with in this workshop, although our discussion has bearing on the other types. Learning to deal with others often gives us an insight into how to deal with our own issues.

·     Intergroup Conflict occurs between groups: nations, gangs, work areas, etc.  For example, your department at work might have an ‘us vs. them’ attitude about some other department. Or they may simply not understand how their work impacts others.

Remember the story of Romeo and Juliet?  The two title characters are forbidden to be together by their families. They are torn within themselves whether to follow the wishes of their family or follow their own hearts (intrapersonal conflict).

Interpersonal conflict occurs between Romeo, Tybalt and Mercutio, who fight one-on-one in the street because of the animosity between the two families. Tybalt kills Mercutio, and Romeo, in turn, kills Tybalt.

Intergroup conflict exists between the Capulets and Montagues because of a long-standing enmity between the two family groups. Tybalt doesn't hate Mercutio and Romeo because of anything they've done to him, only because they are Montagues.  The hatred is between the groups.

Each of the three conflict types builds upon one another to create the final tragedy of the story: the death of Romeo and Juliet.

Causes of Conflict

There are many causes of conflict and these can be placed into three general categories: Communication, Personal and Process

Communication causes of conflict come from infrequent or ineffective communication e.g., lack of feedback, misunderstandings, lying, criticism, discounting and sarcasm.

Personal causes of conflict come from ego, personal biases, and lack of empathy e.g., differing personalities, perceived disrespect or lack of concern, past friction, differing backgrounds, differing values or beliefs, and prejudice.

Process causes of conflict come from differing views about what should be done or how it should be done e.g., differing goals, differing approaches to a problem, differing perspectives on an issue, and differing sources of information.

Generally speaking, Communication and Personal sources of conflict are the least beneficial to your organization. They tend to attack people on a personal level.  Process conflicts, on the other hand, often allow people to clarify what is most important and make positive changes to the way things are done. For this reason managers should actually encourage constructive Process conflicts and work to eliminate Communication and Personal conflicts. By involving representatives of all parties we can achieve a Win-Win scenario which improves long term business goals and inter-departmental working.

Conflict Intervention Checklist

ASSESS the Climate

Understand the issues

Ø Determine the root cause of conflict.

Ø Determine all the parties involved.

Determine your role

Ø Clarify your relationship.

Ø Determine if you are the best person to mediate.

Ø Obtain agreement and support from all parties.

Measure costs and rewards

Ø Identify the cost and rewards for each individual.

Ø Determine how the conflict impacts the organization.

Ø Recognize the impact of conflict decisions.

SET the Stage

Neutralize the situation

Ø Identify feelings first, facts second.

Ø Move to a non-threatening location.

Ø Remain neutral.

Gather information

Ø Identify common points of agreement.

Ø Acknowledge major areas of difference.

Define the conflict clearly

Ø Summarize points of view.

Ø Make assumptions explicit.

BROKER a Resolution

Promote a win/win scenario

Ø Build alternatives and options.

Ø Define the solution(s) and goal(s).

ØCommit to a solution.

Ø Document the acceptable resolution precisely.

FOLLOW UP on the Resolution

Ø Encourage mutual respect.

Ø End on a positive note.

Fresh Learning offers a range of training and support with Conflict Resolution, Management and other courses . For more information, send us a message using the contact form on the right-hand side of this post or email hello@freshlearning.eu.

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Introduction: Conflict Resolution

What is conflict?

Conflict

Most people are hesitant to mediate an interpersonal conflict. Who wants to get involved in a heated discussion when you’re not sure how to solve it and you don’t want to make it worse? Be successful at conflict intervention by learning how to move toward a positive solution for everyone involved.

Conflict is often seen as negative, it is human nature, yet it can lead to great change and improvement. We even have conflict within ourselves, without any outside interference.  Given that we have to live with conflict, it’s useful to see how can we adapt and adjust to make the process go more smoothly and create a positive end result.

Conflicts are a natural and inevitable part of people working together, sharing diverse thoughts, concerns, perspectives, and goals.  As a manager, you’re going to have to deal with conflict situations both as a mediator (to help resolve conflicts between others) and as a participant (when you, yourself, are in conflict with someone).  These situations can be complex and difficult to manage—such as an ongoing personality clash with a co-worker—or simple and easy to manage—such as two associates disagreeing over a meeting agenda.

Unfortunately, people often make the mistake of treating all conflicts as destructive confrontations that should be avoided or resolved as quickly as possible.  In reality many conflicts provide an important opportunity to improve business results.  Hard to believe—conflict a good thing?  Yes. Disagreements and differing points of view, when managed properly are essential to an innovative workplace.

For the most part, conflicts are not big, emotional blowouts or scenes of physical violence—although these can and do occur, especially in workplaces in which conflict is not managed well.  Conflicts usually involve the small stuff that continuously grinds down working relationships. These can include:

• Loud radios, talking, or other noises that distract co-workers
• Someone grabbing the last cup of coffee without making a new pot
•  Someone barging into your office and interrupting your work
• Someone leaving the copy machine with the message ‘Out of paper’
• Someone discounting what you say in a meeting

What is conflict resolution?

There are many ways to resolve conflicts – surrendering, running away, overpowering your opponent with violence, filing a lawsuit, etc.

Common forms of conflict resolution include:

Negotiation is a discussion among two or more people with the goal of reaching an agreement.

Mediation is a voluntary and confidential process in which a neutral third-party facilitator helps people discuss difficult issues and negotiate an agreement.  Basic steps in the process include gathering information, framing the issues, and developing options, negotiating and formalizing agreements.  Parties in mediation create their own solutions and the mediator does not have any decision-making power over the outcome.

Arbitration is a process in which a third-party neutral, after reviewing evidence and listening to arguments from both sides, issues a decision to settle the case. Arbitration is often used in commercial and labour/management disputes.

Mediation-Arbitration is a hybrid that combines both of the above processes. Prior to the session, the disputing parties agree to try mediation first, but give the neutral third party the authority to make a decision if mediation is not successful.

Early Neutral Evaluation involves using a court-appointed attorney to review a case before it goes to trial.  The attorney reviews the merits of the case and encourages the parties to attempt resolution.  If there is no resolution, the attorney informs the disputants about how to proceed with litigation and gives an opinion on the likely outcome if the case goes to trial.

Community Conferencing is a structured conversation involving all members of a community (offenders, victims, family, friends, etc.) who have been affected by a dispute or a crime.  Using a script, the facilitator invites people to express how they were affected and how they wish to address and repair the harm that resulted.

Collaborative Law refers to a process for solving disputes in which the attorneys commit to reaching a settlement without using litigation.

Negotiated Rulemaking is a collaborative process in which government agencies seek input from a variety of stakeholders before issuing a new rule.

Peer Mediation refers to a process in which young people act as mediators to help resolve disputes among their peers.  The student mediators are trained and supervised by a teacher or other adult.

Coming later this week hints and tips to help you resolve conflict more effectively.

Fresh Learning offers a range of training and support with Conflict Resolution, Management and other courses . For more information, send us a message using the contact form on the right-hand side of this post or email hello@freshlearning.eu.

Also you can join us at:

Website: http://freshlearning.eu/

Facebook: https://www.facebook.com/freshlearning

Twitter: https://twitter.com/FreshLearningHQ 

Tweets por @FreshLearningHQ