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Topic: Conflict Management

Welcome Notes:

WELCOME TO ALTERNATIVE DELIVERY MODE (ADM) ON

PROFESSIONAL DEVELOPMENT AND APPLIED ETHICS

Get ready to be challenged…

Learn something new every day by adapting the

‘New Normal’

I. INTRODUCTION:

This module focuses on conflict management. Challenge yourself to

explain the methods to resolve conflict and show an understanding the
concepts by creating a conflict resolution techniques.

II. OBJECTIVES:

At the end of the lesson, you should be able to:

1. Define conflict.
2. Explain the methods to resolve conflict.
3. Show an understanding of concepts by creating a conflict-resolution
technique.
III. PRELIMINARY ACTIVITIES:

Before you proceed to the main lesson, test yourself inctivity.

this a

STAR

Recall a time you have had a conflict. What kind of disagreements do you
have? How did you manage to resolve the conflict? Briefly write something
about it using the STAR format. STAR stands for:
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ST – Situation / Task
A – Approach / Action
R - Resolution / Results
______________________________________________________________
_____________
______________________________________________________________
_____________
______________________________________________________________
_____________
______________________________________________________________
_____________
______________________________________________________________
_____________
Realization Questions:
1. How often do you have disagreements?
-Consider their opinion and tells yours nicely and polite

2. Why do you think people have disagreements?

-Yes, to avoid more conflicts

3. What’s a good way to look at someone else’s perspective?

-While there Is a section of people who are” genetically blessed” but over the
years, having Interacted with” interesting people from all walks of life” who are
other wise very plain, as Compared to their counter parts with the perfect
symmetry ,I have a different take of what being Good looking entails.
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EXCEL LENT!!!

You may now proceed to the main lesson.

IV. LESSON PROPER:

LET’S BEGIN!

Based on the preliminary activities, how did you feel?

THAT’S GREAT!

You may now proceed to the lesson.

Conflict management is the process of limiting the

negative aspects of while increasing the
positive aspects of conflict. The aim of conflict
management is to enhance and group
outcomes, including effectiveness or performance in
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an organizational setting. Properly managed conflict can improve group

outcomes.

Conflict resolution

Conflict resolution involves the reduction, elimination, or termination of all

forms and types of conflict. Five styles for conflict management, as identified
by Thomas and Kilmann, are: competing, compromising, collaborating,
avoiding, and accommodating.

Businesses can benefit from appropriate types and levels of conflict. That is
the aim of conflict management, and not the aim of conflict resolution. Conflict
management does not imply conflict resolution.

Orientations to conflict

There are three orientations to conflict: lose-lose, win-lose, and win-win. The
lose-lose orientation is a type of conflict that tends to end negatively for all
parties involved. A win-lose orientation results in one victorious party, usually
at the expense of the other. The win-win orientation is one of the most
essential concepts to conflict resolution. A win-win solution arrived at by
integrative bargaining may be close to optimal for both parties. This approach
engages in a cooperative approach rather than a competitive one.

Early conflict management models

Blake and Mouton (1964) were among the first to present a conceptual
scheme for classifying the modes (styles) for handling interpersonal conflicts
in five types: forcing, withdrawing, smoothing, compromising, and problem
solving. In the 1970s and 1980s, researchers began using the intentions of
the parties involved to classify the styles of conflict management that they
included in their models. Both Thomas (1976) and Pruitt (1983) put forth a
model based on the concerns of the parties involved in the conflict. The
combination of the parties' concern for their own interests (i.e. assertiveness)
and their concern for the interests of those across the table (i.e.
cooperativeness) yielded a particular conflict management style. Pruitt called
these styles yielding (low assertiveness/high cooperativeness), problem
solving (high assertiveness/high cooperativeness), inaction (low
assertiveness/low cooperativeness), and contending (high assertiveness/low
cooperativeness). Pruitt argues that problem-solving is the preferred method
when seeking mutually beneficial options (win-win).

Khun and Poole's model

Khun and Poole (2000) established a similar system of group conflict
management. In their system, they split Kozan's confrontational model into
two sub-models: distributive and integrative.
• Distributive – Here conflict is approached as a distribution of a fixed
amount of positive outcomes or resources, where one side will end up
winning and the other losing, even if they do win some concessions.
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• Integrative – Groups utilizing the integrative model see conflict as a

chance to integrate the needs and concerns of both groups and make
the best outcome possible. This model has a heavier emphasis on
compromise than the distributive model. Khun and Poole found that the
integrative model resulted in consistently better task-related outcomes
than those using the distributive model.

DeChurch and Marks's meta-taxonomy

DeChurch and Marks (2001) examined the literature available on conflict
management at the time and Ni established what they claimed was a "meta-
taxonomy" that encompasses all other models.
They argued that all other styles have inherent in them into two dimensions:
• activeness ("the extent to which conflict behaviors make a responsive
and direct rather than inert and indirect impression"). High activeness is
characterized by openly discussing differences of opinion while fully
going after their own interest.
• agreeableness ("the extent to which conflict behaviors make a pleasant
and relaxed rather than unpleasant and strainful impression"). High
agreeableness is characterized by attempting to satisfy all parties
involved.

Rahim's meta-model
Rahim (2002) noted that there is agreement among management scholars
that there is no one best approach to how to make decisions, lead or manage
conflict. In a similar vein, rather than creating a very specific model of conflict
management, Rahim created a meta-model (in much the same way that
DeChurch and Marks, 2001, created a meta-taxonomy) for conflict styles
based on two dimensions, concern for self and concern for others. Within this
framework are five management approaches: integrating, obliging,
dominating, avoiding, and compromising.
• Integration involves openness, exchanging information, looking for
alternatives, and examining differences to solve the problem in a
manner that is acceptable to both parties.
• Obliging is associated with attempting to minimize the differences and
highlight the commonalities to satisfy the concern of the other party.
• Dominating in this style one party goes all out to win his or her
objective and, as a result, often ignores the needs and expectations of
the other party.
• Avoiding here a party fails to satisfy his or her own concern as well as
the concern of the other party.
• Compromising involves give-and-take whereby both parties give up
something to make a mutually acceptable decision.

International conflict management

Special consideration should be paid to conflict management between two

parties from distinct cultures. In addition to the everyday sources of conflict,
"misunderstandings, and from this counterproductive, pseudo conflicts, arise
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when members of one culture are unable to understand culturally determined

differences in communication practices, traditions, and thought processing".
Indeed, this has already been observed in the business research literature.
Renner (2007) recounted several episodes where managers from developed
countries moved to less developed countries to resolve conflicts within the
company and met with little success due to their failure to adapt to the conflict
management styles of the local culture.

Inter-organizational conflict management

Scholars in business and management have paid attention to the specific

dynamics of conflict management in inter-organizational relationships, such
as strategic alliances, franchising, consortia, organizational networks, or
buyer-supplier relationships. One of the key features of conflict management
in inter-organizational relationships is the involvement of both an individual
level and an organizational level. In inter-organizational relationships, conflicts
have to be managed through a set of formal and informal governance
mechanisms. These mechanisms influence the likelihood and type of conflicts
but also the way conflicts are managed between the parties.

Application Counseling

When personal conflict leads to frustration and loss of efficiency, counseling

may prove to be a helpful antidote. Although few organizations can afford the
luxury of having professional counselors on the staff, given some training,
managers may be able to perform this function. Nondirective counseling, or
"listening with understanding", is little more than being a good listener —
something every manager should be.

Friedrich Glasl's model of conflict escalation

Friedrich Glasl's model of conflict escalation assists in the analysis of
conflicts. Appropriate reactions can be derived from this analysis. The model
has nine stages – in contrast to the earlier model of Kurt R. Spillmann, which
describes five distinct stages of escalation. These stages are grouped into
three levels, which each contain three stages.

Levels

Glasl represents "escalation in his nine stage model not as an ascent to

higher and higher stages of escalation, but as a descent to deeper and
deeper, more primitive and more inhuman forms of dispute... [which] inevitably
leads into regions that evoke great 'inhuman energies' which are not ultimately
amenable to human control or restraint." In the first level both parties can still
win (win–win). In the second level one of the parties loses and the other wins
(win– lose), and in the third level both parties lose (lose–lose).
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The nine stages of conflict escalation

Many different kinds of conflict can be thus analyzed: divorces, conflicts

between colleagues and school children, and also conflicts between states.

1st Level (Win–Win) Stage 1 – Tension

Conflicts start with tensions, e.g. the occasional clash of opinions. This is a
common occurrence and is not perceived as the start of a conflict. However, if
a conflict should result the positions become more fundamental. The conflict
could have deeper causes. Stage 2 – Debate
From now on the conflict parties consider strategies to convince the
counterparty of their arguments. Differences of opinion lead to a dispute. The
parties try to put each other under pressure and think in terms of black and
white. Stage 3 – Actions instead of words
The conflict parties increase the pressure on each other in order to assert
their own opinion. Discussions are broken off. No more verbal communication
takes place and the conflict is increasingly acerbated. Sympathy for "them"
disappears.

2nd Level (Win–Lose) Stage 4 – Coalitions

The conflict is acerbated by the search for sympathizers for one's cause.
Believing one has right on one's side, one can denounce the opponent. The
issue is no longer important: one has to win the conflict so that the opponent
loses. Stage 5 – Loss of face
The opponent is to be denigrated by innuendo and the like. The loss of trust is
complete. Loss of face means in this sense the loss of moral credibility. Stage
6 – Threat strategies
The conflict parties try to gain absolute control by issuing threats which
demonstrate their own power. One threatens, for example, with a demand (10
million euros) which is enforced by a sanction ("otherwise I′ll blow up your
main building") and underlined by the potential for sanction (showing the
explosive). The proportions decide the credibility of the threat.

3rd Level (Lose–Lose) Stage 7 – Limited destruction

One tries to severely damage the opponent with all the tricks at one's
disposal. The opponent is no longer regarded as human. From now on,
limited personal loss is seen as a gain if the damage to the opponent is
greater. Stage 8 – Total annihilation
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The opponent is to be annihilated by all

means. Stage 9 – Together into the
abyss
From this point personal annihilation is accepted in order to defeat the
opponent.

Strategies for de-escalation and conflict solution

The model describes how two parties in a conflict behave. Solutions leading to
deescalation are not immediately apparent in this model, particularly when it
appears to both conflict parties impossible to reverse the situation (e.g. an
aggressive act on the territory of a state, separation of a common child from
the other parent, withdrawal of nationality by a state, mass redundancy to
improve shareholder value), or when one party selects conflict escalation as a
strategic ploy.

To achieve de-escalation Glasl assigns the following strategic models to the

different stages of escalation:
• Stage 1–3: mediation
• Stage 3–5: process guidance
• Stage 4–6: socio-therapeutic process guidance
• Stage 5–7: intercession, intermediation
• Stage 6–8: arbitration, court action
• Stage 7–9: forcible intervention

The ability to recognize and eliminate conflict-nourishing forces in a culturally

neutral and nonjudgmental fashion in order to de-escalate a conflict is highly
advantageous in particular for managers, consultants and social workers.

How to Handle Conflict in the Workplace?

Learn about some practical strategies you can use to handle conflict in the
workplace.
1. Talk with the other person.
 Ask the other person to name a time when it would be
convenient to meet.  Arrange to meet in a place where you
won't be interrupted.
2. Focus on behavior and events, not on personalities.
 Say ―When this happens …‖ instead of ―When
you do …‖  Describe a specific instance or event
instead of generalizing.
3. Listen carefully.
• Listen to what the other person is saying instead of getting ready to react.
• Avoid interrupting the other person.
• After the other person finishes speaking, rephrase what was said to make
sure you understand it.
• Ask questions to clarify your understanding.
4. Identify points of agreement and disagreement.
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• Summarize the areas of agreement and disagreement.

• Ask the other person if he or she agrees with your assessment.
• Modify your assessment until both of you agree on the areas of conflict.
5. Prioritize the areas of conflict.
 Discuss which areas of conflict are most important to each of you to
resolve.
6. Develop a plan to work on each conflict.
• Start with the most important conflict.
• Focus on the future.
• Set up future meeting times to continue your discussions.
7. Follow through on your plan.
• Stick with the discussions until you’ve worked through each area of
conflict.  Maintain a collaborative, ―let’s-work-out-a-solution‖ attitude.

 Look for opportunities to point out progress.

• Compliment the other person’s insights and achievements.
• Congratulate each other when you make progress, even if it’s just a
small step. Your hard work will pay off when scheduled discussions
eventually give way to ongoing, friendly communication.

Conflict Management Styles

Here are five conflict styles that a manager will follow according to Kenneth
W. Thomas and Ralph H. Kilmann:
An accommodating manager is one who cooperates to a high degree.
This may be at the manager's own expense and actually work against that
manager's own goals, objectives, and desired outcomes. This approach is
effective when the other person is the expert or has a better solution.
Avoiding an issue is one way a manager might attempt to resolve conflict.
This type of conflict style does not help the other staff members reach
their goals and does not help the manager who is avoiding the issue and
cannot assertively pursue his or her own goals. However, this works well
when the issue is trivial or when the manager has no chance of winning.
Collaborating managers become partners or pair up with each other to
achieve both of their goals in this style. This is how managers break free of
the win-lose paradigm and seek the win-win. This can be effective for
complex scenarios where managers need to find a novel solution.
Competing: This is the win-lose approach. A manager is acting in a very
assertive way to achieve his or her own goals without seeking to
cooperate with other employees, and it may be at the expense of those
other employees. This approach may be appropriate for emergencies
when time is of the essence.
Compromising: This is the lose-lose scenario where neither person nor
manager really achieves what they want. This requires a moderate level of
assertiveness and cooperation. It may be appropriate for scenarios where
you need a temporary solution or where both sides have equally important
goals
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Types of Conflict

Task Conflict - The first of the three types of conflict in the workplace,
task conflict, often involves concrete issues related to employees’ work
assignments and can include disputes about how to divide up resources,
differences of opinion on procedures and policies, managing expectations
at work, and judgments and interpretation of facts. Task conflict often
benefits from the intervention of an organization’s leaders. Serving as de
facto mediators, managers can focus on identifying the deeper interests
underlying parties’ positions. This can be done through active listening,
which involves asking questions, repeating back what you hear to confirm
your understanding, and asking even deeper questions aimed at probing
for deeper concerns. Try to engage the parties in a collaborative problem-
solving process in which they brainstorm possible solutions. When parties
develop solutions together, rather than having an outcome imposed on
them, they are more likely to abide by the agreement and get along better
in the future.
Relationship Conflict - The second of our three types of conflict,
relationship conflict, arises from differences in personality, style, matters
of taste, and even conflict styles. In organizations, people who would not
ordinarily meet in real life are often thrown together and must try to get
along. It’s no surprise, then, that relationship conflict can be common in
organizations. If you feel comfortable, bring up the source of the tension
and focus on listening to the other person’s point of view. Resist the urge
to argue or defend your position. When you demonstrate empathy and
interest, he or she is likely to reciprocate. If the conflict persists or
worsens, enlist the help of a manager in resolving your differences.

Value Conflict
The last of our three types of conflict, value conflict, can arise from
fundamental differences in identities and values, which can include
differences in politics, religion, ethics, norms, and other deeply held beliefs.
Although discussion of politics and religion is often taboo in organizations,
disputes about values can arise in the context of work decisions and policies,
such as whether to implement an affirmative action program or whether to
take on a client with ties to a corrupt
government.

We had just finished the discussion on conflict management. Let’s

to the
now move on
next higher level of activities or exercises that demonstrate your potential
skills/knowledge of what you have learned.

V. ANALYSIS, APPLICATION AND EXPLORATION:

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Name: GUILING, JENNILYN Year and Section: BSHM-1139

1. How do you deal with conflict?

- All kinds of conflicts or problems in our human life are expected due to we
are dealing with other human beings. We often argue, fight, or against each
other over the conflicts but I like to focus on how to solve the conflict and
discuss with others the methods rather than arguing or fighting. If you have
the energy, use it wisely and focus on how to solve the problems. It is the
reason why we humans received a better brain than other species. It is a gift
from God and he wants us to use it wisely.

2. How do you deal with differences of opinion when working on a team?

- You are a facilitator: listen to both parties, make clear what is your role –
purpose, responsibilities, limitations – and present your conclusions and
suggestions to both parties at the same meeting. Invite for suggestions.
Facilitate the dialogue.

Finally, let’s WRAP UP the lesson regarding what we had discussed today!
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VI. GENERALIZATION:

Name: GUILING, JENNILYN Year and Section: BSHM-1139

1. How do you evaluate your ability to handle conflict?

- The things must be done to handle any forms of conflict is by carefully

listening first what does each party wants to say because listening is an
essential way to avoid adding more problems in the conflict, the next thing
is we must carefully talk to one another and carefully discuss the main
problem by finding the main roots so that you’ll be able to solve the
conflict, and also try lower down your pride

2. From the module on Conflict Management, I realized that...

- I realize the two parties disagree because of the model the situation
cannot be reversed because One party wants to choose the escalating
conflict a strategic tactic. I realize why they can no longer just talk properly
between the two parties To fix their wishes.

GOOD JOB!

You have come to an end of Module 11.

OOPS! By the way, you still have an assignment to do. Here it is…

VII. ASSIGNMENT:
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Name: GUILING, JENNILYN Year and Section: BSHM-1139

1. Is conflict resolution a hard skill? Why did you say so?
- It is difficult for me because at first the two parties do not agree on their
wishes . conflict is a fact of life and can arise in almost any sphere, from
organizations through to personal relationships. Learning to resolve it
effectively, in a way that does not increase your stress levels, is therefore
important for everyone. Those with good conflict resolution skills generally
help organizations and groups to work more effectively.

2. All conflict can be traced back to someone’s feelings getting hurt, don’t you
think?‖ Explain your answer.
- As mere human beings, we are bound to react to certain situations and
find offensive issues that lead to greater conflicts. We are inclined to
getting angry and hurt for some specific reasons. However, it is essential
to distinguish the real cause of our hurt or offenses. In fact, most of the
time, we get hurt or offended because of pride, ego, and truth. These are
the root causes on why we hurt about something against someone. In
other words, we get hurt because of personal issues. Other people say it
upfront and the truth hurt our pride. Hence, this is the very reason conflicts
arise.

After your long journey of reading and accomplishing the

module, let us now challenge your mind by answering the evaluation
part
of this
module.
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VIII. EVALUATION:

Name: GUILING, JENNILYN Date: _____________________ Year and

Section: BSHM-1139 Score: ____________________

MULTIPLE CHOICE: Encircle the letter of the correct answer.

1. B It is the process of limiting the negative aspects of dispute while

increasing the positive aspects of disagreement.
A. Time management
B. Conflict management
C. Stress management
D. Hospitality management

2. C A mediation approach particularly suited for disputes between co-

workers, colleagues or peers, especially deep-seated interpersonal conflict,
multicultural or multiethnic disputes.
A. Negotiated Performance Appraisal
B. Win-win situation
C. Orientations to conflict
D. Party directed mediation

3. B A tool for improving communication and preserves the hierarchical

power of supervisors while encouraging dialogue and dealing with
differences in opinion.
A. Employee performance appraisal
B. Party directed mediation
C. Negotiated Performance Appraisal
D. Comparative Win-lose situation

4. B A type of conflict that tends to end negatively for all parties involved.
A. Win-win
B. Lose-lose
C. Win-lose
D. All of the above
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5. C This approach engages in a cooperative method or attitude rather than a

competitive one. A. Win-win
B. Win-lose
C. Lose-win
D. Lose-lose

6. B They were among the first to present a conceptual scheme for

classifying the modes or styles for handling interpersonal conflicts.
A. Thomas and Pruitt
B. Blake and Mouton
C. Khun and Poole
D. DeChurch and Marks
7. C Conflict is approached as a distribution of a fixed amount of positive
outcomes where one side will end up winning and the other losing even if
they do win some concessions.
A. Integrative
B. Assimilated
C. Distributive
D. Activeness

8. D The extent to which conflict behaviors make a responsive and direct

rather than inert and indirect impression.
A. Agreeableness
B. Integration
C. Obliging
D. Activeness

9. D It is associated with attempting to minimize the differences and highlight

the commonalities to satisfy the concern of the other party.
A. Integration
B. Dominating
C. Avoiding
D. Obliging

10. C Compromising involves give-and-take whereby both parties give up

something to make a mutually acceptable decision.
A. Compromising
B. Avoiding
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C.
D.
Integration
Dominating
CONGRATULATIONS on reaching the end of this module!
maynow proceed to theYou next module. Don’t forget to submit all the
exercises, activities, portfolio, etc. during face to
face.