Conflict & resolution

What do you think this graphic represents??

Answer: It’s a Dalmatian dog

Conflict: Definition A competitive or opposing action of incompatibles Antagonistic state or action Mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands The opposition of persons or forces that give rise to the dramatic action in a drama or fiction  Fight, battle, war Basically: a disagreement Source:

Definition of Conflict ( Eagles et al, 2002, p. 56) “Conflicts occur wherever two or more groups compete for similar resources and one finds that another group interferes with its pursuit of a particular goal – such as recreation, indigenous hunting or collecting”

Conflict: Working Definition A disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Key elements: Disagreement Parties involved Perceived threat Needs, interests or concerns

Components of conflict (Kluwe & Krumpe, 2003) Tangible ConflictIntangible Conflict Micro level Macro level Interpersonal/intergroup conflict Commercial vs. private recreation Subsistence vs. recreation users Subsistence vs. sport hunting/fishing Societal level interpersonal/intergroup conflict Conflict with agencies Commercial permit administration Societal value conflict Clash of value systems Non-locals don’t understand or respect traditional ways Societal level value conflict Rights issues Land access Decision making Self-determination

The conflict fishbone PeopleCulturePower/politics ChangeLeadershipEnvironment CONFLICT Left of line = the causes of conflict within the organisation. Right of line = the effects of conflict at individual, micro and macro levels causes effects

Levels and Types of Conflict A. Intranational Cross-Cultural Conflicts in PAs 6 types of cultural conflicts Sacred sites/religious beliefs Resource use Land use Visitor infrastructure Recreation activity Place names

Levels and Types of Conflict Individual Group Organization Type of conflict Level of conflict Within and between organizations Within and between groups Within and between individuals

Levels and Types of Conflict (Cont.) Intraorganization conflict – Conflict that occurs within an organization – At interfaces of organization functions – Can occur along the vertical and horizontal dimensions of the organization Vertical conflict: between managers and subordinates Horizontal conflict: between departments and work groups

Levels and Types of Conflict (Cont.) Intragroup conflict – Conflict among members of a group – Early stages of group development – Ways of doing tasks or reaching group's goals Intergroup conflict: between two or more groups

Levels and Types of Conflict (Cont.) Interpersonal conflict – Between two or more people – Differences in views about what should be done – Efforts to get more resources – Differences in orientation to work and time in different parts of an organization

Levels and Types of Conflict (Cont.) Intrapersonal conflict – Occurs within an individual Threat to a person’s values Feeling of unfair treatment Multiple and contradictory sources of socialization Related to the Theory of Cognitive Dissonance (Chapter 5) and negative inequity (Chapter 8)

Levels and Types of Conflict (Cont.) Interorganization conflict – Between two or more organizations – Not competition – Examples: suppliers and distributors, especially with the close links now possible

Conflict: Further Points to Consider Perceived threat to one’s well-being Response is based on the person’s perceptions of the situation (not objective review of it) Conflicts contain substantive, procedural, and psychological dimensions To a large degree, conflicts are predictable and expectable situations that naturally arise Creative problem-solving strategies are essential

Task 1 Conflict: Anticipating It Consider either your workplace or a relationship and discuss about the following. Present your group discussion in the next interaction 1. What are some key sources of conflict in your workplace and/or relationship? 2.When do they tend to occur? 3.How do people respond to these conflicts as they arise? 4. When you solve problems, do you do so for the moment, or do you put in place systems for addressing these types of concerns in the future?

Part 2: RESOLUTION

Conflict Resolution Styles Competing Accommodating Avoiding Compromising Collaborating Take the short quiz – which is your conflict resolution style?

Conflict Styles and Their Consequences Competing: relies on aggressive communication; low regard for relationships; low level of trust Accommodating: one’s needs is yielded to others’ needs; preserving the relationship is most important Avoiding: if we ignore it, it will go away; instead, conflict festers Compromising: series of tradeoffs; satisfactory but not satisfying Collaborating: pooling of individual needs and goals toward a common goal; “win-win”

Conflict: Other Responses Emotional responses Feelings we experience in conflict Range from anger and fear to despair and confusion Cognitive responses Our ideas and thoughts about conflict such as the “inner voice” or internal observations we have Physical responses Include such responses heightened stress, bodily tension, increased perspiration, shallow or accelerated breathing, nausea, and rapid heartbeat Stress management techniques needed

Conflict: The Role of Perceptions Keep in mind that each party involved in the conflict may have a different perception of the situation, and part of this difference may be due to: Culture, race and ethnicity Gender differences Knowledge (general and situational) Impressions of the messenger Previous experiences

Resolving Conflict: Interest-Based Relational (IRB) Approach Theory Make sure that good relationships are the first priority. Keep people and problems separate. Pay attention to the interests that are being presented. Listen first: talk second. Set out the “Facts.” Explore options together.