Assignment by Shefali Rally

BCA -38
4th Sem
Q1.Write short notes on level and elements of conflict
management?

The “levels of conflict” are four types of disagreement that affect an

individual or group of individuals. Each level comes with its own unique
challenges and solutions. The four levels of conflict are:

1. Intrapersonal
2. Interpersonal
3. Intragroup
4. Intergroup

1. Intrapersonal

This level refers to an internal dispute and involves only one individual.
This conflict arises out of your own thoughts, emotions, ideas, values
and predispositions. It can occur when you are struggling between what
you “want to do” and what you “should do.”

Example: Reyna is hiring a new member for her sales team. She
interviews several candidates and feels strongly that three would make
excellent sales representatives, but she can’t decide which one to hire.
She delays hiring for a month as she considers the hiring decision.

2. Interpersonal

This conflict occurs between two or more people in a larger

organization. It can result from different personalities or differing
perspectives on how to accomplish goals. Interpersonal conflict may
even occur without one party realizing there was ever conflict.

Example: Tanya has been a digital marketer in her company for four
years and always anticipated that she would take the place of the
director of marketing when he retired. However, when it was time to fill
the role, the company hired another employee who had only been with
the company for one year. Tanya was upset with both her former
supervisor and her new supervisor, although she never communicated
her feelings with either of them.

3. Intragroup

This level of conflict occurs between members of a single group when

there are multiple people with varying opinions, backgrounds and
experiences working toward a common goal. Even though they may all
want to achieve the same goal, they may disagree about how to reach it.
Intragroup conflict can also occur when team members have differences
in communication styles and personalities.

Example: A company is about to launch a new product, and Josh and

Ashley believe that the best marketing strategy is a direct mail campaign
to a targeted audience. Beth and Tom believe that social media ads are a
better approach. Adam believes that an influencer campaign would have
the strongest impact. Because of the disagreement, no campaign
strategy is created and the launch date is only two weeks away. Tension
is high, and the delays impact other departments.

4. Intergroup

This level of conflict occurs between different groups within a larger

organization or those who do not have the same overarching goals.

Example: The marketing team at an e-commerce company is promoting

an all-new initiative that should help increase the average order value of
every order by 15%. They create a timeline and notify customers of the
launch date. However, the web developers in charge of creating and
implementing the new functionality on the website are behind on
schedule, despite their best efforts. The web developers are frustrated
because about unrealistic deadlines and the marketing department is
frustrated about delaying the launch.

Elements of Conflicts

Empathy is key

Some practical skills are necessary for defusing and resolving conflicts.
However, attempts at conflict resolution are unlikely to have lasting
success if handled in a purely practical manner.
Not only will displaying an impersonal attitude or solely focusing on
practical outcomes make you seem indifferent, conflicts tend to have a
more significant cause than a basic inability or refusal to do something.

Don’t abandon your self-respect

While approaching conflict resolution with empathetic understanding,

be careful not to descend into polite submission. This can happen if
you’re apprehensive about speaking honestly or just too eager to find
the quickest route to resolve.

It’s not about winning and losing

In the same way a lack of empathy hampers the realisation of substantial

resolve, making someone feel like they’ve won would suggest the
deeper issues haven’t been properly addressed.

There’s a major difference between inducing a feeling of empowerment

and determining an overall victor. If someone feels like they’ve won,
they probably won’t be particularly motivated to persevere with any
changes discussed.

Maintain open communication going forward

So now that you’ve reached an appropriately positive outcome, you can

just move on and forget that anything ever happened, right? Well, yes
and no.

You don’t want to remind someone about a former disagreement every

time you see them, but equally, you should stay wary of similarly-
natured conflicts arising in the future.

Q2.What is dispute resolution? What are the prospective

barrier to it?

Dispute resolution is a term that refers to a number of processes that

can be used to resolve a conflict, dispute or claim. Dispute resolution
may also be referred to as alternative dispute resolution, appropriate
dispute resolution, or ADR for short.
the top ten barriers to dispute resolution that we see in mediation are:

1. Inadequate Planning and Preparation;

2. False First Impressions and Perceptions;
3. Grief;
4. Systemic Distrust;
5. Failure to Communicate and Listen;
6. Insufficient Focus on Underlying Interests;
7. Partisan Perception, Judgmental Overconfidence, and Wrong
Baselines;
8. Reactive Devaluation;
9. Misunderstanding the Loss/Risk Analysis;
10. Failure to give Opponents Face, Respect, and Dignity.

I. Inadequate Planning and Preparation [1]

When parties set a case for mediation, they should determine what
discovery needs to be done in advance of the mediation. Insufficient
discovery often means that the parties are not able to accurately
evaluate the case. On the other hand, waiting too long to mediate can
eliminate the transactional cost savings of the mediation process. We try
to work with parties to prepare them and ourselves for mediation.
II. False First Impressions and Perceptions [2]
This may be the most crucial barrier to successful dispute resolution.
First impressions are terribly difficult to change. Decision-makers make
their decisions on the data available at the time and they are slow to
recognize and appreciate later contradictory data. The battleship once
set in motion is incredibly difficult to turn about. Thus, the key is to
make every effort to establish a good first impression.
III. Grief [3]
Handling wrongful death cases, we were naturally brought towards the
study of grief. Our research led us to the development of an alliterative
tool that we use to question victims, their attorneys, and opposing
counsel. Without addressing the issue of grief, negotiators face an
emotional roadblock when dealing with the grieved party. Thus, we
inquire into feelings of (1) rage, (2) revenge, (3) retribution, (4) remorse,
(5) regret, (6) restitution, (7) relief, (8) respect, and (9) resolution. We
have concluded that many of these and similar feelings/emotions occur
in sexual assault, employment, professional dissolution, and business
cases.
IV. Systemic Distrust [4]
Zealous representation, winning at all costs, the hired gun, the
adversarial mindset, etc. are all glorified in folklore, the litigators
mystique, and the culture of insurance carriers and corporations. This
sort of mindset often sows the seeds of distrust.
V. Failure to Communicate and Listen
The failure to communicate begins with failing to remember the words
of a Jewish sage:
“Each person was given two ears and one tongue, so that we may listen
more than speak.” [5]
VI. Insufficient Focus on Underlying Interests [9]
Too often negotiators focus on the zero sum game involving the
distribution of money. While this focus is appropriate, counsel,
adjusters, and risk managers often miss the opportunity to address core
values that often impact the progress of a mediation and the ultimate
level of satisfaction that can flow from mediation.
For example, in a wrongful death case involving the loss of an infan
VII. Partisan Perception, Judgmental Over-Confidence and Wrong
Baselines [10]
Partisan perception involves the partisan filter that advocates bring to a
case. What we see depends on where we stand, who we are and what
we have seen before. Thus, with the same set of facts, advocates see a
different reality. Mediators should require that the parties switch places.
Maybe, if the parties would exchange their places they would not suffer
from judgmental over-confidence in the evaluation of their case.
Hopefully, with a balanced view, parties will not insist on proceeding
from an inaccurate baseline evaluation.
VIII. Reactive Devaluation [11]
It is well recognized that if an opponent offers a suggestion, it will be
given less consideration than if a mediator offers it. Similarly, if a party
offers an opinion about the law or an interpretation of the evidence, it
will be similarly discounted. The same opinions offered by a mediator
will be given more consideration. Thus, it is imperative that parties
prepare mediators for mediation, dealing with the mediator openly,
honestly, and persuasively so the mediator can express informed
opinions and make helpful suggestions whenever necessary. Anticipation
is the key to handling this barrier.
IX. Misunderstanding the Loss/Risk Analysis [12]
Too often parties create a barrier to dispute resolution because their risk
assessments do not factor in the full range of key decision points that
the jury and the court will be considering. This problem often leads to
unrealistic client expectations. Parties tend to be averse to risk regarding
gain and would rather have a certain gain than an uncertain larger gain.
On the other hand, people are risk-seeking with regard to loss. That is,
they would rather avoid a certain loss and take a risk of a greater loss if
there is some chance of avoiding that greater loss. In other words, some
parties would rather postpone a certain loss (settlement) for an
uncertain result in the future (trial).
X. Failure to Give Opponents Face, Respect and Dignity [14]
“Treat others how you would like to be treated” is an adage we all
learned in childhood, yet we frequently forget to heed it in the heat of
battle. Pointedly, in 500 BC, Sun Tzu, a Chinese consultant to a variety of
warlords and emperors, wrote that the wise general does not press a
desperate foe too hard. If you have the grace and good sense to let your
opponent leave the battlefield with face, dignity, and self-respect, he is
more likely to avoid an unnecessary battle. Further, the opponent with
no place to go, like the cornered tiger, may prove to be more tenacious
and dangerous than expected. [15] Collaborative negotiators are nimble
enough to avoid this common barrier to dispute resolution.
Q3.Is conflict good or bad for an organization? explain.

Conflict, while often avoided, is not necessarily bad. In fact, conflict can
be good for organizations because it encourages open-mindedness and
helps avoid the tendency toward group think that many organizations
fall prey to. The key is learning how to manage conflict effectively so that
it can serve as a catalyst, rather than a hindrance, to organizational
improvement.

1. Earlier Problem Identification

Workplace conflict can shine a light on deeper problems that need to be
addressed. Even the most seemingly trivial disagreements might stem
from underlying unaddressed issues that, if not addressed, are likely to
fester and then explode down the road. Thoughtful managers can watch
for patterns in the workplace and engage early with the involved staff
before the workplace is disrupted by a full-fledged conflict.
Similarly, conflict can identify practices and processes that need to be
improved or replaced.

2. Better Problem-Solving
The best ideas and solutions flow from healthy discussions involving a
diversity of perspectives.but this goal can be difficult to attain. It is
challenging when our work colleagues disagree with our opinions or
suggestions. Different viewpoints can sometimes result in friction or
even outright conflict. Sometimes one or two voices tend to dominate
discussions in the workplace leaving others without real opportunities to
express their views at all. These dynamics can lead to disengagement,
poor buy-in and less than optimal solutions.
If staff members can learn to engage with these kinds of conflicts in
constructive ways, then disagreements are not only normalized but can
be seen to be an important piece of joint problem-solving. If everyone
feels comfortable expressing their views, more ideas are generated and
differences of opinion become opportunities to hone and improve ideas
into workable solutions. These are critical life skills which can be applied
in the workplace and beyond. In addition, conflict engagement is an
important leadership skill and employees who seek training and
experience in this area may have better chances for advancement within
the organization.

3. Healthy Relationships, Morale and Commitment

Conflict that is denied, avoided, suppressed or handled ineffectively can
harm relationships. Human beings can form inaccurate assumptions
about the intentions of others which, unless surfaced and examined, can
undermine important working relationships. On the other hand, if staff
feel comfortable raising differing views, concerns or complaints and they
see that these are heard and respected by their peers and management
then their relationships with each other and with the organization can
be strengthened.
In one organization I was involved in, some members of a critical
stakeholder group felt disenfranchised by a decision made by the
organization that they argued didn’t take that group’s interests into
account. While initially denying their concerns and escalating the
conflict, the organization was able to pivot by expressing willingness to
participate in an open dialogue about the issues. Three well-facilitated
circle processes were held and were well attended. Participants reported
that they felt their concerns were heard and respected. The
organization benefited from the healthy dialogue and relationships were
strengthened.

4. Improved Productivity
There will likely be an investment of time and energy at the outset to
prepare individuals and teams to recognize and engage well with various
kinds of workplace conflict. However, conflict that is handled well will
free up people to focus on their jobs rather than tensions in the office
which will lead to higher productivity, efficiency and effectiveness.
The most successful teams involve a diversity of backgrounds and
approaches. By virtue of their training and experience, many lawyers
are “black hat thinkers” who tend to focus on risk and possible negative
outcomes. When we are trying to change things or encourage
innovation and creativity this approach can be annoying. Some team
members may dislike having their ideas challenged in this way, which
can cause discord. However, a well-functioning team with training in
effective conflict engagement can benefit from rigorous black hat and
other types of thinking in order to hone and improve its ideas.

5. Personal Growth and Insight

Conflictual situations can help us to learn more about ourselves and
others. There is nothing like a difficult disagreement to reveal not only
what we care about, but also our default approaches and reactions. We
may not always show up as our “best selves” when in the midst of a
heated discussion or when confronted by stinging criticism. However, in
each of these situations, if we are open to it, then there is likely to be an
important insight about ourselves that is worthy of learning. Self-
awareness is the first step to managing ourselves better in the future.

Conflict is beneficial when it highlights a specific problem area for the

organization and clears a path for change.

6.Conflict Encourages New Thinking

Although it is often assumed that people avoid conflict, many people
actually enjoy conflict to a certain degree because it can be the stimulus
for new thinking. Considering a different point of view – which in certain
cases represents conflict – can open up new possibilities and help to
generate new ideas that might otherwise have not been considered.
7.Conflict Raises Questions
Organizational conflict usually leads to a series of questions for those on
both sides of any issues. Those questions can lead to new ideas and
breakthroughs in thinking that can benefit individuals, departments and
organizations. When there is no conflict, nothing changes. There is no
need to question or challenge the status quo. Conflict represents an
opportunity to reconsider, which can lead to breakthrough thinking.
8.Conflict Builds Relationships
Being agreeable is nice, but encouraging conflict can actually strengthen
relationships. Organizational conflict between individuals, departments
and even competitors can help to build relationships through mutual
understanding and respect. Learning to listen and listening to learn leads
to insights valued by both sides in any conflict situation. Leaders who
sincerely value the opinions and ideas of their subordinates are not only
more effective leaders, they are also considered more valuable by their
employees. If an employee feels that management values his opinion,
that employee will value his work more and overall morale will increase.
9.Conflict Opens Minds
Organizations that teach employees how to manage conflict effectively
create a climate of innovation that encourages creative thinking and
opens minds to new, previously unexplored, possibilities. Considering
the possibility for new ways of approaching challenges and meeting the
demands of a competitive business world can result in improvements
that benefit staff as well as the organization.
10.Conflicts Beats Stagnation
Organizations that avoid conflict avoid change. Avoiding change is futile
and can lead to the demise of even successful organizations. Companies
that encourage staff to approach conflict in positive and productive
ways, can beat the stagnation that opens the doors to competitors and
challenges the ability to continue to provide customers with new and
innovation solutions to meet their needs.