SCHOOL OF CRIMINOLOGY

DISPUTE RESOLUTION AND CRISIS MANAGEMENT

MIDTERMS

CONFLICT
A. CONFLICT

- A conflict is an activity which takes place when conscious beings (individuals or

groups) wish to carry out mutually inconsistent acts concerning their wants, needs

or obligations. (Nicholson, M., 1992)

- Conflict may also refer to a natural disagreement or struggle between people

which may be physical, or between conflicting ideas. It can either be within one

person, or they can involve several people or groups. It exists when they have

incompatible goals and one or more believe that the behavior of the other
prevents them from their own goal achievement.

- The word “Conflict” comes from the Latin word “conflingere” which means to

come together for a battle.

B. CONFLICT THEORIES

1. Conflict Theory

- Conflict theory, first developed by Karl Marx, is a theory that society is in a

state of perpetual conflict because of competition for limited resources.

- Conflict theory holds that social order is maintained by domination and power,

rather than by consensus and conformity. According to conflict theory, those

with wealth and power (bourgeoisie) try to hold on to it by any means possible,

chiefly by suppressing the poor and powerless (proletariat).

- A basic premise of conflict theory is that individuals and groups within society will

work to try to maximize their own wealth and power.

2. Feminist Theory

Jasper Ian A. Lagasca

lagasca.jasper@panpacificu.edu.ph
 SCHOOL OF CRIMINOLOGY
DISPUTE RESOLUTION AND CRISIS MANAGEMENT
MIDTERMS

- Feminist theory, or feminism, is a historically women-led movement that calls for

an end to sexism in all forms. Feminists strive for social justice for those who have

been oppressed by the patriarchy, a system of power dominated by men in society.

3. Critical Race Theory

- Critical race theory is an intellectual movement and a framework of legal analysis

according to which:

o Race is a culturally invented category used to oppress people of colour and;

o The law and legal institutions in the United States are inherently racist

insofar as they function to create and maintain social, political, and economic

inequalities between white and nonwhite people.

C. FIVE CONFLICT RESOLUTION STRATEGY

- Researchers Kenneth Thomas and Ralph Kilmann developed a model for resolving

conflicts. This model is known as the Thomas-Kilmann model.

- Conflict occurs whenever people disagree. The disagreement could be over their

perceptions, ideas, values, motivations, or desires.

- This model is based on two dimensions of conflict management: assertiveness and

empathy.

- Assertiveness refers to the ability to speak up and stand by your opinions. It can

be used either positively or negatively, depending on its application. While

assertive behavior may seem aggressive, it is actually a way of expressing yourself

effectively.

- Empathy means understanding another person's point of view and feelings. When

you empathize with someone else, you're able to put yourself into that other

person's situation. As a result, you'll find ways to resolve the conflict more easily.

Jasper Ian A. Lagasca

lagasca.jasper@panpacificu.edu.ph
 SCHOOL OF CRIMINOLOGY
DISPUTE RESOLUTION AND CRISIS MANAGEMENT
MIDTERMS

- Based on these two dimensions, there are five conflict resolution

strategies: Competing, Avoiding, Accommodating, Collaborating and

Compromising.

C.1 THE FIVE CONFLICT RESOLUTION STRATEGIES

These are the 5 options in conflict resolution in the Thomas-Kilmann model.

1. Competing.

- The Competing option is at the top left of the model which means you take a wholly

assertive and uncooperative approach to resolving the conflict. It means standing

up for your rights, defending a position which you believe is correct, or simply

trying to beat the other side.

2. Accommodating.

- The Accommodating option is at the bottom right of the model which means you

take a wholly unassertive and cooperative approach. This might take the form of

selfless generosity or charity, giving in to another person's orders when you would

prefer not to, or yielding to another's point of view.

Jasper Ian A. Lagasca

lagasca.jasper@panpacificu.edu.ph
 SCHOOL OF CRIMINOLOGY
DISPUTE RESOLUTION AND CRISIS MANAGEMENT
MIDTERMS

3. Avoiding.

- The Avoiding option is at the bottom left of the model which means you take an

unassertive and uncooperative approach to the conflict and don't deal with it.

Avoiding might take the form of diplomatically sidestepping an issue, postponing an

issue until a better time, or simply withdrawing from a threatening situation.

4. Compromising.

- The Compromising option is at the centre of the model because it is both assertive

and cooperative but only to some extent. It's the approach of "half a sixpence is

better than none". Both sides get something but not everything. It might mean

splitting the difference between the two positions, some give and take, or seeking

a quick solution in the middle ground.

5. Collaborating.

- The Collaborating option is at the top right of the model and is at the opposite

extreme of avoiding. It means being willing to believe that when two parties are at

loggerheads, it is possible for both sides to come out with what they want.

Collaborating requires developed conflict resolution skills based on mutual respect,

a willingness to listen to others, and creativity in finding solutions.

C.2 PROPER TIMING AND SITUATIONAL USE OF CONFLICT RESOLUTION

STRATEGIES

1. Strategy # 1: Competing

When to use it:

When you have to stand up for yourself, your rights, or your morals.
When a less forceful conflict management style is ineffective.
When nothing else is working and you have reached your last resort.

Jasper Ian A. Lagasca

lagasca.jasper@panpacificu.edu.ph
 SCHOOL OF CRIMINOLOGY
DISPUTE RESOLUTION AND CRISIS MANAGEMENT
MIDTERMS

2. Strategy # 1: Accommodating

When to use it:

When you are wrong.
When you don’t care about the issue as much as the other person.
When you want the workplace to be peaceful.
When there is no point in arguing.

3. Strategy # 1: Avoiding

When to use it:

When the conflict is meaningless.
When you don’t have the time to manage the conflict.
When you aren’t sure how you feel about the issue yet.

4. Strategy # 1: Compromising

When to use it:

When reaching a solution is more important than the solution itself.
When you need a temporary solution.
When you are at a standstill.

5. Strategy # 1: Collaborating

When to use it:

When the relationship is important.
When the final solution will have a significant impact.
When the interests, needs, and beliefs of all involved people need to be considered.

Jasper Ian A. Lagasca

lagasca.jasper@panpacificu.edu.ph