Definition, approach and perception

 Conflict is when two or more parties hold differing views or opinion over an issue  “the perceived divergence of interest, or a belief that the parties’ current aspirations cannot be achieved simultaneously”

 ‘ an interaction of interdependent people who perceived incompatible goals and interference from each other in achieving those goals’  (Lewicki, Saunders and Minton 1997)

 Conflict can be described from two points of view:  People involved  Type of conflict  People involved – Personal conflict, it is within people because of conflicting needs  Interpersonal conflict – caused by different attitudes and experiences-  Organisational conflict – caused by different roles and functions

 Value conflict – people put their values first and foremost and are rooted in their beliefs. Change is not something that is expected under these circumstances

 Content value describes a conflict over facts or opinions. This type of conflict can be resolved. It is important to note that the conflict is separated from personalities.

 Functional  Dysfunctional aspects

 Competitive processes, parties compete against each other because their goals are different, but in actual fact it may not be that  Competitive processes are likely to lead to further conflict  Misperception and bias, people tend to interpret people and events as either being on their side or not, people take sides

 Emotionality – conflicts can be emotionally charged as the parties become anxious, irritated, annoyed and frustrated. Emotions dominate thinking  Communication tends to decline as they stop communicate with those who disagree with them

 Blurred issues- the real issues are blurred and less defined, the origin of conflict becomes unclear  Rigid commitments – parties become locked into positions and do not want to lose or look foolish  There is a tendency of magnified differences and minimised similarities

 Attempting to resolve conflict makes members aware that they can resolve organisational problems  Promises change and adaptation  Strengthens relationships and heightens morale  Enhances personal development

 Conflict encourages psychological development People believe that they are capable of managing conflict and are in control and can act  Can be stimulating and fun, people are alive and refrain from an easy-going pace, it is good to look at their relationships differently

 Poor communication  Power  Few resources  Differing personalities  Unclear goals/tasks  Access to authority  Differing values and perceptions  Space  Change  Normal human drives

 By avoiding conflict, people really see it as managing conflict  They smooth over the differences and wish away the conflict  People try to postpone resolution until the anger has disappeared  Some try to retreat and remain silent and do nothing

 Contending – parties pursue their own outcomes strongly and persuade the other party to yield through the use of threats, punishment and intimidation  Yielding – also called obliging or accommodating – parties pursuing this strategy have concern for others, they strive to let others attain their outcomes

 Problem –solving, also called collaborating – the two parties actively pursue approaches to maximise their joint outcomes so that both sides win  Compromising, it represents a moderate effort to pursue one’s outcome and a moderate effort to help the other party pursue their outcome

 Mediation  Arbitration  Collective bargaining

 Breathing space or cooling off period  Reestablished or enhanced communication  Refocus on substantive issues  Remedy or repair for strained relationships  Recommitment to time limits  Increased level of negotiator satisfaction with commitment to the conflict resolution process and its outcomes

 Evidence of failure of the negotiation process, even if it is temporarily at times  Failure to grow. To build relationships or to become more adept in managing their own lives and conflicts

 There is need to-  Analyse the type of conflict  Try to create an atmosphere of trust  Strive towards a win –win approach  Encourage all-channel networks among colleagues  Acknowledge the values and interests of others

 Encourage a clear statement of the problems  Strive to use language that is neutral rather than disparaging  Show verbally and non-verbally that you are concerned about others  Show that you are open-minded