1. CONFLICT RESOLUTION DCE3712
3 credit hours (2+1)
Lecturer :
Dr. Jamilah Othman
JPPPL – FPP UNIVERSITI PUTRA MALAYSIA SEMESTER /2015

2. Telephone : 03- 8946 8233 e-mail : jamilah. othman@gmail
Telephone : Semester : Semester Kedua 2014/2015

3. OBJECTIVE At the end of this course, student will be able to:
Understand concepts and theories of coflict. (C4)
Describe, analyze and evaluate situations of conflict at various contexts.(C6)
Harness their skills in handling conflict. (A5)

4. SYNOPSIS
This Course Covers Basic Concepts And Theories Of Conflict, Sources And Effects Of Conflict, Types Of Conflict, Strategies For Conflict Resolution, Application Of Conflict Resolution In Human Resource Development, And Current Issues In Conflict.

5. Contents Concept and Theories of Conflict Types Of Conflict
Views Of Conflict
Context And Level Of Conflict
Theories Of Conflict Management
Types Of Conflict
Intrapersonal
Interpersonal
Intergroup
Intragroup
International

6. Factors Related To Conflict
Control Over Resources
Preferences And Nuisances (Priorities And Disturbances)
Values
Beliefs
The Nature Of The Relationship Of The Conflicting Parties
Methods Of Handling Conflict
Competition & Cooperation
Conflict Handling Styles
Third-Party Roles
Negotiation
Mediation

7. Skills Required In Handling Conflict
Outcomes Of Conflict
Positive Outcome Of Conflict
Negative Outcome Of Conflict
Skills Required In Handling Conflict
Identifying Conflict Situations
Communication
Stress Management
Anger Management
Problem Solving

8. Issues In Conflict Management
Human Rights
Violence
Stereotype And Generalizations
Conflict Case Studies
Interpersonal Conflict
Family Conflict
Organizational Conflict
Community Conflict
International/Interstate Conflict

9. Views of Conflict Conflict is a fact of life
Conflict is a universal phenomenon
Conflict is a perception issue
Conflict happens as a result of individual’s
perception of a phenomenon
Conflict is a sharp disagreement or opposition of
interest or idea
A conflict exist whenever incompatibality occurs
The Outcome of Conflict Can be Negative or Positive
Conflict accurs when an individual or group feels
negatively affected by another individual or group

10. The Views About Conflict
The Functionalist View
The belief that conflict is harmful and must be avoided.
The Human Relationship View
The belief that conflict is a
natural and inevitable
outcome in any group or relationship.

11. The Interactionist View
The belief that conflict is not only a positive force in a group, but that it is absolutely necessary for a group to perform effectively.
The Structuralist View
The belief that there is always an underlying structural conflict between the producers of economic wealth and those who benefit most from the economic system.

12. Deutch (1973)
A conflict exists whenever incompatible activities occur.
Tjosvold & Johnson(1989)
Conflict is not to be avoided or eliminated, but managed.

13. Jamilah, Rahim & Aminah (2006)
Conflict happens as a result of individual’s perception of a phenomenon, whereby the
phenomenon itself is presented as an obstacle to the individuals.

14. Content and Level of Conflict
Intrapersonal
- conflict within the individual, the conflict is internal to the individual or inside oneself,
- make decisions over choices
- face dilemma when decision is difficult
(eg.) role conflict
Interpersonal
- Conflict between individuals
- Individuals can be within the same team or outside the team
(eg) Conflict between one employee with another employee of the same department, conflict between siblings

15.  Intragroup
- Conflict within a team or group - Conflict between members of a team or group (eg) Conflict between members of family, organization, football team, etc.
 Intergroup
- Conflict between two or more teams or groups (eg) conflict between families, departments, organizations, countries, communities culture, religious groups etc.

16. Theories of Conflict Resolution
A theory is a means of explaining how something works
The focus of a theory’s explanation directs attentions to that part of the conflict and assigns the underlying explanation on the cause of conflict
Psychodynamic and Attribution Theories
- The way people act in conflict is due to the individuals ways of thinking
a. Psychodynamic Theory
- based on psychological theories by Sigmund Freud
- people experience conflict because of their intrapersonal state
- it explains how individuals respond to conflict situations, particularly in light of their aggressive impulses and their anxieties
- the theory points out that people are not always aware of their motivations that drive their behavior
- non-substaintive conflict (to release tension unrelated to the other person in the conflict situation)
- misplased or displased conflict (conflict is acted out with the wrong person over the wrong issue)

17. b. Attribution Theory
- An individual makes conclusions about the other person’s behavior - Conclusions about the other individual are based on attributes about that individual or on inferences about the meanings, causes, or outcomes of conflict. - an attribution affects the way individual define conflicts, interpret the other’s behavior, and choose strategies to achieve their goals effectively within conflict situations. - individual conceptualize conflict and attribute it to various causes. - the perception of conflict arises when an individual feels frustration, thinks about the cause, and acts in response to it

18. 2. Relationship Theories
- focus on how relationships between people involved in a conflict is enacted and resolved
a. Social Exchange Theory
- people evaluate their interpersonal relationships in terms of their value created by the costs and rewards associated with the relationship the cost is the feelings on the assessment on the amount of effort put into the relationship the rewards is what is received as a result of the relationship the theory assumes that people choose their behaviors due to self-interest and a desire to maximize rewards and minimize costs conflict arises when one person in the relationship feels that the outcomes are too low and perceive that the other will resist any attempt to raise the outcome.

19. b. Game Theory
- people act in conflict situations from a position of self-interest, and that moves and couter moves are chosen to maximize rewards and minimize costs. - interdependent actions and estimations of moves and countermoves within a conflict situation affect the movement of a conflict toward resolution.
c. Systems Theory
- it assumes that conflict represents a breakdown in communication from the normal, harmonious state of affairs. - it also assumes that conflict as a normal part of interaction. - sees conflict as an important part of a system - allows change and adaptation to various demands.

20. 3. Structural Theory
- The struggle between social factions (groups of different beliefs and values) - These factions may co-exist peacefully although basically they may be hostile to each other

21. Marxism and Capitalism
- structural conflict that exist due to control of the production and distribution of wealth in a society - sometimes it takes the form of religious struggle but it strongly points to political and economic struggle - each conflicting party tries to get control of the people to gain power by trying to get control of the ideology of the mass - in capitalist system the conflict is between those who have the control production and distribution of wealth and those who sell their ability to work in the capitalist system

22. b. Radical Feminism
- ‘radical’ means looking at the root cause - the two conflicting factions are women and men - the achievements of women were hidden when men were usually the winners in the conflict between men and women.

23. woman without her man is nothing

24. Type of Conflict Constructive Conflict Destructive Conflict
Supports Organization Goal
Increases Organization Achievement
Increases Organization Image
E.g : ISO, or Introduction of any innovations
Destructive Conflict
Does Not Support Organization’s Goal
Decreases Organization’s Achievement
Decreases Organization’s Image
E.g : Sexual Harassment

25. Levels of Conflict Intra-personal Inter-personal Intra-group
Within an individual
Inter-personal
Between two or more individuals
Intra-group
Within a group
Inter-group
Between two or more groups

26. Importance of Conflict Management
Positive Outcome of Conflict
Binds people together
Preserves a relationship
Helps to define and clarify structure and expectations
Better Decision
Increases Productivity
Leads to new growths and ideas
Energizes and Increases Peoples’ Motivation

27. Negative Outcome of Conflict
Decreases Satisfaction
Decreases Teamwork
Increases Turnover
Sabotage and Abuse

28. Conclusion Views of conflict differ among individuals.
Conflict can be constructive or destructive.
Outcomes of conflict can be positive or negative.

29. Factors Related to Conflict

30. Contents The Cause of Conflict Individual’s Conceptualization
Hierarchy of Needs
Variables Affecting The Cause of Conflict
The Conflict Process
Stages of Conflict Process
Conclusion

31. The Cause of Conflict Control Over Resources Preferences and Nuisances
E.g : music while working, technology
Values
E.g : value judgment
Beliefs
E.g : Organization mission and vision
The Nature of The Relationship
E.g : siblings

32. Individual Conceptualization
Internal / personal / Steps in the process of External factors
developmental factors conceptualization
Level of. Development
Process of conceptualization Content
State of the individual Stimulus
experience
Value / need set symbolization Context
Causal attribution
Intentional attribution
Context analysis
Content analysis
Choice assessment

33. Maslow’s Hierarchy of Needs
Self-
actualization
Esteem
Social
Safety
Physiological

34. Maslow’s Hierarchy of Needs
Physiological
Hunger, thirst, shelter, sex, and other bodily needs
Safety
Security and Protection from Physical and Emotional Harm
Social
Affection, belongingness, acceptance and friendship

35. Maslow’s Hierarchy of Needs
Esteem
Internal esteem factors such as self-respect, autonomy and achievement
External esteem factors such as status, recognition and attention
Self-actualization
The drive to become what one is capable of becoming, includes growth, achieving one’s potential and self-fulfillment

36. Variables Affecting The Cause of Conflict
The characteristics of the parties in conflict
Their prior relationship to one another
The nature of the issue giving rise to the conflict
The social environment within which the conflict occurs
The interested audiences to the conflict
The strategy and tactics employed by the parties in the conflict
The consequences of the conflict to each of the participants and to other interested parties

37. The Conflict Process Five stages of the conflict process model:
Stage 1 : Potential for conflict
Stage 2 : Recognition of conflict
Stage 3 : Conflict handling styles
Stage 4 : Conflict behavior
Stage 5 : Conflict outcomes

38. Stages of Conflict Process
Potential for conflict
Recognition of conflict
Conflict handling style
Conflict behavior
Conflict outcomes
Preceding
circumstance :
    - communication
   - structure
- personal
variables
Perceived
conflict
Competing Collaborating   
Compromising 
Avoiding 
Accommodating
Overt conflict:-
- party’s
behavior
- other’s
Increase
group
performance
Felt
conflict
Decrease
group
performance

39. Conclusion Individual perception and view
on issues influence the cause
of conflict.
Individual’s needs and
interests are important to be
considered in understanding
issues of conflict.

40. Methods Of Handling Conflict

41. Contents
Five Common Conflict Styles
Model SALAM
Third-Party Roles

42. Five Common Conflict Styles
Model Thomas Kilmann
Avoiding
Accommodation
Competing
Compromising
Collaborating

43. Styles Of Conflict (Model Thomas Kilmann)
Akomodasi
(Accommodate)
Asertif
Kooperatif
Pengelakan
(Avoid)
Berkompromi
(Compromise)
Bertanding
(compete)
Bergabung
(Collaborate)
Tinggi
Rendah

44. Model SALAM (Dr. Iqbal Yunus)
S = starting the conflicting view
A = agreeing that a conflict exist
L = listening for and learning the difference
A = advising one another (menjelaskan isu konflik)
M = minimizing area of disagreement that could lead to aggression or withdraw

45. Penggunaan Pihak Ketiga Dalam Pengurusan Konflik
Mediator(Mediasi)
Arbitrator (Penimbang Tara)
Conciliator (Pendamai)
Consultant (Pakar Runding)

46. Mediator (Mediasi):
Pihak ketiga yang neutral
Membantu proses membuat keputusan oleh pihak yang berkonflik
Tidak memihak kepada mana-mana pihak yang berkonflik

47. Arbitrator (Penimbang Tara)
Pihak ketiga yang berkuasa untuk membuat keputusan untuk mereka yang berkonflik selepas memdengar kedua-dua pihak

48. Conciliator (Pendamai):
Pihak ketiga yang mewujudkan jalinan komunikasi kepada mereka yang berkonflik.
Menggalakkan mereka yang berkonflik untuk mencapai persetujuan

49. Consultant (Perunding):
Pihak ketiga yang menjadi pakar runding untuk membimbing mereka yang berkonflik untuk memcapai persetujuan.

51. THANK YOU