CONFLICT RESOLUTION

MR J. NKOLE
LECTURER- CUST
 DEFINITIONS

 Conflict is an expressed struggle between two

interdependent parties, who perceive
incompatible goals, scarce rewards, and
interference from the other party in achieving
their goals.
Definition Of Conflict Cont….

Conflict is a struggle or contest between

people with opposing needs, ideas, beliefs,
values or goals ( Algert and Watson, 2002).
 TYPES OF CONFLICT

1. INTERPERSONAL CONFLICTS
• Interpersonal conflicts are the conflicts that arise
between two individuals. (Halley,2014).
• these are the most frequent type, because people are
constantly interacting and therefore differing.
 TYPES OF CONFLICT CONT…

• For example, two staff nurses who disagree about

the approach to use with a depressed patient
• Two children who want to play with the same toy.
 TYPES OF CONFLICT CONT…

• 2. Intrapersonal Conflicts

• Conflict where the individual feels tension because of a

disagreement within him-or herself. (Halley,2014).

• Result from failure to make a choice which can be

positive or negative.
• 3. INTER-GROUP CONFLICTS
• Inter-group conflicts can occur between two small
groups, two large groups, or between a large group
and a small group. (Halley,2014).
 BASIC SOURCES OF ORGANIZATIONAL
CONFLICT

1) Competitive of scarce resources- because

the vital resources of money, manpower,
time, material and equipment are limited,
allocating them to groups produces
conflicts, for some groups will certainly
get less than they need or want.
 BASIC SOURCES OF CONFLICT
CONT’D
2) Line- staff relationship
The differences of the task responsibility of
line and staff members, while enabling
them to accomplish their respective tasks,
also increase the likelihood of conflict
between them
 BASIC SOURCES OF CONFLICT
CONT’D
3) Differences in goals and values
• Groups within an organization often find it
difficult to agree on action plans because
they usually develop different goals and
objectives.
• Similarly, many conflicts arise because
some believe that a popular value should be
applied to all situations, thus exceeding
those whose values are different.
 BASIC SOURCES OF CONFLICT
CONT’D
4) Organizational ambiguities
• Conflict may occur when goals are
questionable and roles are not clearly
defined.
• In addition, adequate standing operating
procedures(SOPs) or non systematic
approaches to mission planning and
problem solving may also increase conflict.
BENEFIT/FUNCTION OF CONFLICT

1) Conflict establishes identity- through

conflict, individuals and groups clearly
establish their position on issues.
2) Conflict serves as a safety value to hold
the group together. Through conflicts,
individuals and groups “let off steam”
which in turn enhances the communication
process leading to better understanding of
the issues within the group.
BENEFIT/FUNCTION OF CONFLICT

3) Conflict increase group cohesion- when

there is a higher level of communication
brought about by conflict, groups
strengthen and become closer.
4) Conflicts tests the strength of individuals
and group- power struggles are inevitable
in an organizational setting. Through
conflict the question of “who has the real
power in an organizational?” is resolved.
BENEFIT/FUNCTION OF CONFLICT

5) Conflict spurs needed change- the

commencement and resolution of conflict
issues identify weak areas in an
organization which then hastens resolution/
elimination of those problems which might
not have been considered if it were not for
the conflict
BENEFIT/FUNCTION OF CONFLICT

6) Conflict mobilizes energy- this concept

adds credence to the old adage “l work best
under pressure.” when there is conflict in
an organization , the pressure members feel
causes them to work at greater efficiency
and fervor.
7) Conflict causes competition to improve
 Conflict Management Techniques
 Conflict Management Techniques
• There are many models which talks about how
conflict management can be dealt however, in
this presentation, Thomas Kilmann model of
conflict management has been adopted and
used to describe the management of conflict.
 CONFLICT RESOLUTION
1. ACCOMMODATION/SMOOTHING
• Accommodating also known as smoothing approach
emphasizes cooperation instead of assertiveness.
• A person places his interests last and allows the other party to
further her interests.
• The accommodating approach often occurs when a party is
not significantly invested in securing a victory, because he
does not perceive the alternative option as a significant threat.
 CONFLICT RESOLUTION
when accommodation/smoothing may be
appropriate:
• When it is important to provide a temporary relief
from the conflict or buy time until you are in a better
position to respond/push back
• When the issue is not as important to you as it is to
the other person
• When you accept that you are wrong.
 CONFLICT RESOLUTION
• When you have no choice or when continued competition
would be detrimental

Possible advantages of smoothing/ accommodation

• In some cases smoothing will help to protect more
important interests while giving up on some less important
ones
• Gives an opportunity to reassess the situation from a
different angle.
 Conflict Resolution Cont’d

Some disadvantages of smoothing:

• There is a risk to be abused, i.e. the opponent may
constantly try to take advantage of your tendency toward
smoothing/accommodating. Therefore it is important to
keep the right balance and this requires some skill.
• May negatively affect your confidence in your ability to
respond to an aggressive opponent
 Conflict Resolution Cont’d

• It makes it more difficult to transition to a win-win solution in

the future
• Some of your supporters may not like your smoothing response
and be turned off.
2) AVOIDING/WITHDRAWING
• Avoiding conflict involves one of the conflicted parties
avoiding communicating about or confronting the problem,
hoping it will go away.
 Conflict Resolution Cont’d
• By not participating in the problem-solving process, she is
effectively removing herself from it.
• When employing this approach, the conflict might go away
if the other party doesn't press for a resolution.
• The underlying differences between the parties are never
resolved.

when withdrawing/ avoiding may be appropriate:

• When the issue is trivial and not worth the effort
 Conflict Resolution Cont’d

• 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
 Conflict Resolution Cont’d

• When you see no chance of getting your concerns met

or you would have to put forth unreasonable efforts
• When you are unable to handle the conflict (e.g. if you
are too emotionally involved or others can handle it
better)
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
 Conflict Resolution Cont’d

• 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
• Some disadvantages of withdrawing:
• May lead to weakening or losing your
position; not acting may be interpreted as an
agreement.
 Conflict Resolution Cont’d
• Using withdrawing strategies without
negatively affecting your own position
requires certain skill and experience.
• When multiple parties are involved,
withdrawing may negatively affect your
relationship with a party that expects your
action
 CONFLICT RESOLUTION
CONT’D
3) COLLABORATING
• The collaboration style involves parties
working together to resolve issues, and both
sides come to the table with win-win attitudes.
• It is a favourable negotiation style in formal
dispute resolution situations, such as
mediation, where the parties employee a
mediator but must agree on the final, binding
resolution.
 CONFLICT RESOLUTION
CONT’D
when collaborating may be appropriate:
• When consensus and commitment of other
parties is important
• In a collaborative environment
• When it is required to address the interests
of multiple stakeholders
• When a high level of trust is present
 Conflict Resolution Cont’d
• 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
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
 Conflict Resolution Cont’d
• You earn the reputation of a good negotiator
• For parties involved, the outcome of the conflict
resolution is less stressful (however, the process of
finding and establishing a win-win solution may be
very involving)
Some of disadvantages collaborating:
• Requires a commitment from all parties to look for a
mutually acceptable solution.
• May require more effort and more time than some
other methods. A win-win solution may not be evident
 Conflict Resolution Cont’d

• For the same reason, collaborating may not

be practical when timing is crucial and a
quick solution or fast response is required
• Once one or more parties lose their trust in
an opponent, the relationship falls back to
other methods of conflict resolution.
• Therefore, all involved parties must
continue collaborative efforts to maintain a
collaborative relationship
 Conflict Resolution Cont’d

4) Compromise
• Bargaining is the hallmark of the compromise approach
to conflict resolution.
• The conflicting parties can identify some interests they
are willing to compromise on to bring about a
resolution.
• While the emotional level might still be high, the
compromise style sometimes results in interim solutions
when a full resolution is not immediately possible.
• Parties might reach a settlement to prevent further
escalation of the conflict
 Conflict Resolution Cont’d
when compromise may be appropriate
• When the goals are moderately important and not
worth the use of more assertive or more involving
approaches, such as forcing or collaborating
• To reach temporary settlement on complex issues
• To reach expedient solutions on important issues
• As a first step when the involved parties do not
know each other well or haven’t yet developed a
high level of mutual trust
 CONFLICT RESOLUTION
CONT’D
• When collaboration or forcing do not work
Advantages of compromise:
• Faster issue resolution. Compromising may
be more practical when time is a factor
• Can provide a temporary solution while still
looking for a win-win solution
• Lowers the levels of tension and stress
resulting from the conflict
 CONFLICT RESOLUTION
CONT’D
5) Confrontation
• The confrontation style to conflict resolution
entails the party placing his desires above those of
all others involved in the conflict.
• Assertiveness is the hallmark of this approach, and
those employing this style of negotiation aim to
address the conflict head-on.
• It might involve high levels of emotions as the
parties establish positions in what can sometimes
evolve into hostile communications.
 How deal with conflict in an
organization
• Any conflict how small it may appear should be
solved there and then.

• There is need to know which group is involved.

For instant the way you are going to solve conflict
between management and general workers will
differ and even the method you will use will also
differ because of education level differences.

• There is no best approach in conflict management

 Conflict resolution at organization level
cont’d
• The method chosen will depend on the
situation.

• There is need to communicate whenever

there is conflict.

• Method used:
• Hold meeting with the part involved and
hear from both sides. Do not judge.
 Conflict resolution at organization level
cont’d
• Hold meetings if it is a large large group.

• Use of memos

• Sometimes do not respond immediately, but

give the part involved time.

• If all fails, involve an outsider or mediator.

 Key terms
• Confrontation- most effective means of
resolving conflict, in which the conflict is
brought out in the open and attempts are
made to resolve it through knowledge and
reason.

• Negotiation- a conflict management

technique in which the conflicting parties
give and take on various issues
 Key terms
• Collaboration- all parties work together to
solve a problem.

• Compromise- a conflict management

technique in the rewards are divided between
both parties.

• Competing/win or lose- an all- out effort to

win, regardless of the cost.
 Key terms
• Avoiding/ withdrawing- a conflict
management technique in which the
participants deny that conflict exists.

• Accommodating- an unassertive,
cooperative tactic used in conflict
management when individual neglect their
own concerns in favour of others’ concerns.
 CONCLUSION
A manager should be able to see emerging
conflicts and take appropriate pre-emptive
action. The manager should understand the
causes creating conflict, the outcome of conflict,
and various methods by which conflict can be
managed in the organization. With this
understanding, the manager should evolve an
approach for resolving conflicts before their
disruptive repercussions have an impact on
productivity and creativity.
 CONCLUSION CONT’D
Therefore, a manager should possess special
skills to react to conflict situations, and
should create an open climate for
communication between conflicting parties.
At no cost should the organization allow
conflict to continue in order to attain
organizational goals. There is nothing like
too little conflict because even that which
you consider little can result into disastrous
situation.
 REFERENCES
1) De Bono, E. (1985) Conflicts: A Better
Way to Resolve Theme, London: Harrap.

2) De Janaz S.C, David K.O & Schneider B

(2006), Interpersonal Skills in
Organization, 2nd edition, New York: Mc
Gran-Hill/Irwin.
 REFERENCES
3) Thomas, K.W., and Kilman, R.H. (1974),
Conflict Mode Instrument. Tuxedo, New
York.

4) Sullianvan E. J&. Decke P.J (2005),

Effective leadership management nursing,
6th edition, Person prentice Hall, Upper
Saddle River, New Jersey.