Conflict Resolution StrategiesEssay title: Conflict Resolution StrategiesConflict Resolution StrategiesDera HicksUniversity of PhoenixSeptember 6, 2007Conflict Resolution StrategiesConflict is an unavoidable circumstance of human interaction. While conflict is a natural occurrence, it can often feel quite uncomfortable. Groups and teams are perfect breeding grounds for conflict because of the individual differences involved. Conflict can be either constructive or destructive, therefore it is important to understand the types and sources of conflict as well as how to effectively manage conflict in a group or team environment. This paper will examine types of group conflict and their sources, and explore effective ways of constructively managing conflict in a team environment.
ConflictOne definition of conflict is “any situation in which there are incompatible goals, cognitions, or emotions within or between individuals or groups that lead to opposition or antagonistic interaction” (DeJanasz, Dowd & Schneider, 2001, p. 242). Since conflict is an inevitable part of human interaction, it is important for an organization that desires success to understand types of conflict and their sources. According to Putnam, there are three sources of conflict: substantive conflict, procedural conflict, and affective conflict (Putnam, 1986). Putnam also defines these conflict types as follows: “substantive conflict is disagreement over members’ ideas and group issues”; “procedural conflict is disagreement among group members about the methods or process the group should follow in its attempt to accomplish a goal”; “affective conflict centers around the personalities, communication styles, and emotions of group members” (Putnam, 1986). Where do these conflicts originate?
Any of the above types of conflicts can arise from a number of sources. Conflict can occur because of limited resources (money, time, technology, supplies, etc.) differences in goals or objectives, miscommunication, differences in attitudes, values, and perceptions, or personality clashes (DeJanasz, et. al., pp. 245-246). These conflicts can happen at any time and are, for the most part, unavoidable. This does not mean, however, that they have to pose a problem for an organization; they can be a constructive opportunity. It is therefore important to learn to manage conflict as it arises rather than try to prevent conflict.
Conflict ResolutionOne of the first steps in resolving a conflict is to find out what the reasons behind the conflict are. Any emotional involvement in the conflict must be abated before it can be effectively managed (Capozzoli, 1999). Capozzoli states that “emotions are a very strong deterrent to communications and when trying to resolve a disagreement, the ability to communicate with the other persons) [sic] is critical” (1999). Once the emotional factor of the conflict has subsided, the cause(s) of the conflict must be explored. Objective exploration of the conflict is important to determine the source. Have there been personality or values conflicts? Perhaps the group has run out of resources or there has been a misinterpretation of goals.
Regardless of the specific cause, each member of the group needs to be “willing to discuss their perceptions of the situation and be willing to try to understand the other person’s perception of the situation (Capozzoli, 1999). A mediator to the conflict is useful for this part of conflict management. A mediator can help keep the discussion and examination of the conflict in perspective so the participants can focus on understanding (not necessarily agreeing with) the other person’s point of view and emotional involvement in the conflict.
The University of Phoenix’s Learning Team Toolkit suggests using the 4Rs method to determine the conflict. The 4Rs are as follows: Reasons, Reactions, Results, and Resolution (Engelberg, Wynn, & Schutter, p. 155). Once analysis of the conflict has been completed, the next step is to determine the best course of action for conflict resolution. Such options can involve the A-E-I-O-U model, negotiation, mediation, or arbitration. The A-E-I-O-U model (Wisinski, 1993, pp. 27-31) is: “Assume the other members mean well”, “Express your feelings”, “Identify what you would like to happen”, “Outcomes you expect are made clear”, and “Understanding on a mutual basis is achieved”. Negotiation requires a collaborative effort in which some concessions may need to be made to reach an agreement that is acceptable to all sides. Mediation is the involvement of an unbiased third-party intervention that is present “only
The purpose of an ongoing conflict resolution process is to make the life of the community a better place. By being involved in an unresolved conflict, our lives can improve, thereby giving a quality of life to individuals and the environment. The community serves as a guide of action.
5.2.7 Community, Ethics, & Ethics
The practice of community self-determination has been extensively discussed as distinct from ethical obligations, in many areas and situations, that can lead to positive change. The principles discussed by a group are described in Chapter 2: A Case study of community self-determination, and further explored in the following Chapter, which explains the importance of the individual-body duality of community and the role of community, ethics, and ethics in community development.
The concept of community self-determination has been used in both practice and advocacy as a tool for improving social and economic justice. A strong argument for community self-determination can be found in the fact that it was developed to support communities that have been underrepresented in public policy, such as the poor, minority groups, undocumented immigrants, and other disadvantaged communities. This concept has led to the use of this term over the past several decades, and has been extended through public and private policy as well.(1)
Several approaches were developed to define community self-determination. In most cases, the concepts are used as a guiding principle from a broad perspective that is often perceived by the community as being inherently ethical. However, a variety of strategies within the community can be considered as complementary to community self-determination. One approach which should frequently be considered is community self-disciplining. The importance of community self-disciplining is often addressed in the following areas:
Community self-discipline and self-expression. The community has a stake in making the world a better place, and a moral stake in developing moral standards and social understanding. In contrast, individuals, particularly as a group, have an individual role as a mediator. This role can include providing an aid to individuals, supporting actions, and sharing information about the issues involved. The community is part of the state that allows its people to speak freely, and it cannot rule the world. A good social ethic can be built upon the community, and the purpose of community self-determination is to develop and deepen these principles.
The community has a stake in making the world a better place, and a moral stake in developing moral standards and social understanding. In contrast, individuals, particularly as a group, have an individual role as a mediator. This role can include providing an aid to individuals, supporting actions, and sharing information about the issues involved. The community is part of the state that allows its people to speak freely, and it cannot rule the world. A good social ethic can be built upon the community, and the purpose of community self-discipline is to develop and deepen these principles. Community governance. In some instances, the community can become a leader in the development of community rights by forming self-governance and self-monitoring groups. These organizations can also act as the primary means by which community groups, by which citizens will be empowered, will act with confidence that their actions will be taken with respect for rights the community serves. Such a society can be made strong and free with respect for the rights of people with disabilities