SS 2 GOVERNMENT
3rd Term
4th Weeks
CONFLICT RESOLUTION
AND MANAGEMENT: PEACE EDUCATION
Meaning: Conflict resolution means
a process of resolving dispute or
disagreement. It mainly aims at reconciling opposing arguments in a manner that
promotes and protects the human rights of all parties concerned.
Types:
1. Avoidance conflict style:It is
characterized by changing or avoiding the topic, or even denying that a problem
exists. This style is used when an individual has withdrawn in dealing with the
other party, or when one is uncomfortable with conflict. During conflict,
these avoiders adopt a “wait and see” attitude, often allowing conflict to
phase out on its own without any personal involvement. By neglecting to
address high-conflict situations, avoiders risk allowing problems to fester or spin
out of control.
2. Yielding conflict style
In contrast, yielding,
“accommodating”, smoothing or suppression conflict styles are characterized by a high level of concern
for others and a low level of concern for oneself. This passive pro-social
approach emerges when individuals derive personal satisfaction from meeting the
needs of others and have a general concern for maintaining stable, positive
social relationships. When faced with conflict, individuals with a
yielding conflict style tend to harmonize into others’ demands out of respect
for the social relationship.
3. Competitive conflict style
The competitive, “fighting” or forcing
conflict style maximizes individual assertiveness (i.e., concern for self) and
minimizes empathy (i.e., concern for others). Groups consisting of competitive
members generally enjoy seeking domination over others, and typically see
conflict as a “win or lose” predicament. Fighters tend to force others to
accept their personal views by employing competitive power tactics (arguments,
insults, accusations or even violence) that foster intimidation.
4. Conciliation conflict style
The conciliation, “compromising”,
bargaining or negotiation conflict style is typical of individuals who possess
an intermediate level of concern for both personal and others’ outcomes.
Compromisers value fairness and, in doing so, anticipate mutual give-and-take
interactions. By accepting some demands put forth by others, compromisers
believe this agreeableness will encourage others to meet them halfway, thus
promoting conflict resolution. This conflict style can be considered an
extension of both “yielding” and “cooperative” strategies.
5. Cooperation conflict style
Characterized by an active
concern for both pro-social and pro-self behavior, the cooperation, integration,
confrontation or problem-solving conflict style is typically used when an
individual has elevated interests in their own outcomes as well as in the
outcomes of others. During conflict, cooperators collaborate with others in an
effort to find an amicable solution that satisfies all parties involved in the
conflict. Individuals using this type of conflict style tend to be both highly
assertive and highly empathetic. By seeing conflict as a creative
opportunity, collaborators willingly invest time and resources into finding a
“win-win” solution. According to the literature on conflict resolution, a
cooperative conflict resolution style is recommended above all others. This
resolution may be achieved by lowering the aggressor's guard while raising the
ego.
Causes of conflict
1.
Personalities: Organizational strife is
sometimes traced to "personalities." This is one person differing
with another based simply on how he or she feels about that person.
2.
Sensitivity/hurt: This occurs when a person,
because of low self-esteem, insecurity, or other factors in his or her personal
life, sometimes feels attacked by perceived criticism or other interpersonal
directness.
3.
Differences in
perceptions and values: Most conflict results from the varying ways
different people view the world. These incongruent views are traceable to
differences in upbringing, culture, race, experience, education, occupation,
socio-economic class, and other environmental factors.
4.
Differences over
facts: A fact is a piece of
data that can be quantified or an event that can be documented. Arguments over
facts typically need not last very long since they are verifiable. But a
statement like,’ It is a fact that you are insensitive to my feelings," is
neither documentable nor quantifiable, and so is actually a difference in
perception.
5.
Differences over
goals and priorities: An argument about whether a bank should focus more
resources on international banking or on community banking is a disagreement
over goals. Another example would be whether or not to increase the amount of
advanced professional training given to tellers.
6.
Differences over
methods: Two sides may have similar goals but disagree on how to achieve them.
For example, how should advanced teller training be conducted?
7.
Competition for
scarce resources: Two managers might argue over who has the greater need for an
assistant, whose budget should be in- creased more, or how to allocate recently
purchased computers.
8.
Competition for
supremacy: This occurs when one person seeks to outdo or out- shine another
person. You might see it when two employees compete for a promotion or for
comparative power in your organization. Depending on personalities, this type
of conflict can be very subtle sometimes.
9.
Misunderstanding: The
majority of what looks like interpersonal conflict is actually communication
breakdown. Communication, if not attended to with care, is as likely to fail as
to succeed. And when it does, a listener's incorrect inferences about a
speaker's intent often create inter- personal conflict.
10. Unfulfilled expectations: Many of
the causes listed above contribute to one person not fulfilling the
expectations of another. Unfulfilled expectations are the ultimate cause of
divorce, firings, and other forms of relational breakdown. The major reason
that expectations go unfulfilled is that they are unreasonable, inappropriate,
too numerous, or unstated.
Consequences of
conflict resolution
1. Peace
2. Restitution
3. Better
understanding between the two parties
4. Cooperation
between the two parties
5. Respect
for each other
6. Appreciation
of each other
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