CONFLICT

MANAGEMENT
[CONFLICTOLOGY]

Md Anwarul Islam Sikder ndc

Former Secretary
 Session plan
sl Items Minutes
1 Introduction 05
2 Views on conflict 10
3 Causes of conflict 20
4 Strategies to handle 30
5 Some propositions 20
6 Steps in CM 10
7 Conflict of interest 10
8 Q&A 15
Total 120
 Objectives of the session

n To share ideas & experience on conflict

management
n To find out causes of Conflict
n To analyze different aspects of CM
n To search the best strategy for CM
n To investigate into the guidelines for civil
servants
 Definition

n Conflict refers to a situation in which a person is

motivated to engage in two or more mutually
exclusive activities.
n Conflict may be defined as all kinds of
opposition or antagonistic interaction.
 Characteristics
v At least two parties (individual & groups)
are involved in some kind of interaction
v Mutually exclusive goals &/or mutually
exclusive value exist, in fact or as
perceived by the parties involved
v Interaction is characterized by behavior
designated to defeat, reduce, or as
perceived by the parties involved
 Characteristics (cont)

v Parties face each other with mutually

opposing actions & counteractions
v Each party attempts to create an
imbalance or relatively favoured position of
power over other
v Has psychological stand point
v May be ready to forgo any benefit less then
expected one’s
v May be disclosed or undisclosed
v Result may be positive or negetive
 Views on conflict

l Two views/ thoughts:

l Old view (Human relations)
l New view (Goal attainment)
 Old view

Ø Conflict destructive & should be eliminated,

suppressed or avoided
Ø It indicated a breakdown of normal & healthy
interaction among individuals & groups

Ø It disrupts working environment of office

Ø Increase mental deference
 Old view

ØRevenge after defeat

ØDictator manager/ Leader
— Creates Non-confidence and doubt
— Decrease productivity
 New view

o Conflict is inevitable & desirable

o Makes life more interesting, it encourages
change
o When a group enters into conflict with other
group its cohesiveness increases.
o It should be encouraged within limits
o The goal of management is effective goal
attainment, not only the creation of
harmony & cooperation
 New view (cont)

o It reveals capability
o Elimination of conflict is neither realistic nor
desirable
o A climate should be maintained that
supports conflict
o Constructive conflict is necessary for new
challenges, the stimulation of ideas &
problem solutions, successful adaptations
to change & survival
 New view (cont)

o Something its existence shows

dynamism & functionalism of any
unit/office
o Enhances group coherence and
interaction
 Old or new

¡ No universal agreement on existence of

conflict
¡ Desirable or undesirable; depends on
l value judgment
l environment, capability
l personal traits
 Classification of Conflict
Conflict

Organizat
Personal Group
ion

Intra- Inter- Intra- Inter-

Personal personal organi organi

Inter-group Intra-group
 Causes of conflict
1) Misunderstandings
2) Personality clashes
3) Differences in goals

4) Substandard performance

5) Differences over methods to be used

6) Problems relating to areas of responsibility

7) Lack of cooperation
 Causes of conflict (cont)

8) Problems relating to areas of authority

9) Frustration

10) Competition for limited resources

11) Non compliance with rules & policies

12) Ignorance
13) Ambitious desire
 Causes of conflict (cont)

14. Abrupt change in service conditions & rules

15. Political, social, ideological & religious
interest
16. Lack of capable leader
17. Lack of motivation
18. An unfair allocation of tools, materials,
supplies & other resources
19. Nepotism
20. Corruption
 What is CM?

Actions, responses, processes and systems

that help prevent, identify, handle and manage
conflicts in sensible, fair, peaceful, meaningful
and efficient/effective manner

18
 Conflict management: steps
1. Conflict analysis
– Problem and causes or sources of conflict
– Stakeholder identification
– Identification and understanding,
Ø Acknowledgement:
§ To hear out the other, respect the other’s
values, built empathy,
Ø Assessment:
§ Understand problem, collect information

19
 Conflict management: steps
2. Identify Strategy/ solutions;
- engage stakeholders, sensitization, awareness
- Identify solutions both disputants can support
3. Execute agreement/ Action
5. Analysis/ Monitor
§ Summarize & review, monitor short/ long term
result
 Identify solutions
Processes which can support conflict resolution
include:
• Consultation – decision-makers meet with interested
stakeholder representatives to receive views on an issue
• Dialogue – stakeholders are supported in direct
communication with each other to achieve better
understanding of each others’ respective perspectives
• Negotiation – two or more parties have a structured
dialogue about a conflict, to identify possible options for
resolution together
• Mediation – Like negotiations, but with a dedicated
third party acting as a mediator to help parties clarify the
problem and identify potential resolutions
Identify solutions

When identifying solutions remember these

strategic considerations
1)Motivation
•Benefits/incentives
i. Reduced costs
ii. Improved livelihoods
iii. Removal of negative impact
iv. New opportunities
2) Interests and needs (think about tools for conflict
analysis)
Execute agreement

The agreement is where parties involved in

the conflict will formalize their
commitments to resolving the conflict
• The mediator should aim for parties to shake hands and
agree to an alternative identified in Step 2: Identify
Solutions
• The mediator then writes up a contract in which
necessary actions and agreed time frames are specified
for the conflicting parties
• The contract could take the form of e.g. a set of
resource use agreements, or water user committee
rules
Execute agreement

Resources needed:
i. Financial
ii. Human
iii. Logistics
iv. Knowledge of local context
v. Interpersonal and communication skills
 5 Methods/ strategies of CR

(1) Forcing: the person having power direct a

solution for acceptance by other;
(2) Withdrawing : either one or both sides
withdraws from conflict.
(3) Compromising : both sides arrives on a
agreement about their gain and loss;
5 Methods/ strategies of CR

(4) Smoothing: major points of agreement are

given attention and disagreement between
the two sides are not highlighted
(5) Collaboration or problem solving : two
parties work together to find out a common
solution;
 Strategies to handling conflict
Sl Strategies Methods Level of Situations
cooperation
1 Competing Use authority Low Win-lose
[Forcing]

2 Avoiding By denying Low Lose-lose

[Withdrawal]
3 Compromising Middle Moderate No (Win-
(compromising) ground lose)
4 Accommodating Sacrifice own High Lose-win
[Smoothing] interest
5 Collaborating Both parties High Win-win
[Problem solving] spend
 5 Strategies: Goals & Relationships
High Importance

Accommodating Collaborating
Relationships

Compromising

Avoiding Competing
Low Importance

Low Goals High

 Best strategy !

l There is no right/ appropriate strategy. All

5 strategies are useful in some situations;

l Effectiveness depends upon requirement

of conflict situation & using skill.
l Any given individual uses some modes
better than others. It depends on user’s
personal predispositions & requirements
of situation
 Best strategy !
n Our conventional wisdom recognises that often;
“Two heads are better than one”(Collaborating).
But it also says, “Kill your enemies with
kindness” (Accommodating), “Split
the difference” (Compromising),
“Leave well enough alone”
( Avoiding ), “Might
makes right”
(Competing)
 USING HUMOR IN CR

¢ You can avoid many confrontations and

resolve arguments and disagreements by
communicating in a humorous way.
¢ Humor can help you say things that might
otherwise be difficult to express without
offending someone.
¢ However, it’s important that you
laugh with the other person, not at them.
Healthy/ unhealthy ways of managing conflict

Unhealthy responses Healthy responses

1 An inability to recognize The capacity to recognize

and respond to the things and respond to the things
that matter to the other that matter to the other
person person

2 Explosive, angry, hurtful, Calm, non-defensive, and

and resentful reactions respectful reactions
3 The withdrawal of love, A readiness to forgive and
resulting in rejection, forget, and to move past
isolation, shaming, and fear the conflict without holding
of abandonment resentments or anger
HEALTHY/ UNHEALTHY WAYS OF MANAGING CONFLICT

Unhealthy responses Healthy responses

4 An inability to compromise The ability to seek

or see the other person’s compromise and avoid
side punishing

5 The fear and avoidance of A belief that facing conflict

conflict; the expectation of head on is the best thing
bad outcomes for both sides
 Some propositions: Competing
[THE SHARK: Tries To Overpower
Opponents By Forcing]

I When quick, decisive action is vital e.g.

emergencies
ii. On important issues where unpopular
courses of action need implementing e.g.
cost cutting, enforcing unpopular rules,
discipline
iii. On issues vital to organisation’s welfare
when you know you are right
 Propositions: Accommodating

[The Teddy Bear: It thinks

relationship is of great
importance]

§ When you realise that you are wrong- to allow

a better position to be heard, to learn from
others & to show that you are reasonable
§ When the issue is more important to other
person than to yourself- & to help maintain a
cooperative relationship
 Propositions: Accommodating (cont)

v To built up social credits for future

important issue
v When continued competition would
cause losing
v When preserving harmony & avoiding
disruption are important
 Propositions: Collaborating

[The Owl: Highly value their

own goals & relationships]

• To find an integrative solution when both

ideas are too important to be
compromised
• When your objective is to learn, e.g.
testing your own assumptions,
understanding views of others
 Propositions: Collaborating

¡ To merge insights from people with

different perspectives on a problem
¡ To gain commitment by incorporating
other’s concerns into a consensual
decision
 Propositions: Compromising

[The Fox: It concerns with own

goals & relationships with
others]

l When goals are moderately important, but

not worth the effort/ device/ways

l When two opponents with equal power are

strongly committed to mutually exclusive
goals
 Propositions: Compromising

l To achieve temporary settlements to

complex issues
l To arrive at expedient solutions under time
pressure
l As a back up mode when collaboration or
competition fails to be successful
 Propositions : Avoiding

[The Turtle: It withdraws into

its shells to avoid conflict]

n When an issue is trivial, or when other

more important issues are pressing
n When you have low power or you are
frustrated by something which would be
very difficult to change
 Propositions: Avoiding (cont)

l When potential damage of confronting a

conflict outweighs benefit of its resolution
l To let people cool down-to reduce tension.
l When gathering more information
outweighs the advantages of an immediate
decision
l When others can resolve conflict more
effectively
 CONFLICT OF INTEREST

A conflict of interest includes, but is not

limited to, the following:
¢ (i) Any conduct that would lead anyone,
to conclude that s/he is biased against or
in favor of an applicant.
¢ (ii) Acceptance of any form of
compensation other than from the board
for any services rendered as part of the
official duties of the member, employee,
or agent for the board.
 CONFLICT OF INTEREST

¢ (iii) Participation in any business

being transacted with or before the
board in which anybody or his parent,
spouse, or child has a financial
interest.
¢ (iv) Use of the position, title, or any
related authority in a manner
designed for personal gain or benefit.
¢ (v) Demonstration, through work or
other action in the performance of the
official duties, of any preferential
attitude or treatment of any person.
 Conflict of interest (Govt. officials)

Five principles may be considered as

fundamental to prudent conflict of
interest regulation:

1. Govt official may not participate in govt

action which action may affect his
private economic interest

2. Stops a govt official from accepting

transfer of economic value from private
sources
 Conflict of interest (Govt. officials)

3. Govt official should not be allowed to

drop his official role to help private
individuals/ orgn. in their dealing with
govt.
4. A former official should not be able to
trade against govt with influence gained
from past association in his official
capacity.
5. A govt official should not be allowed to
use for private gain confidential
information acquired in his official
capacity
 Conflict of interest & Service Rules
n Rule 5 of GSCR : Prohibits Govt Official from taking
gift
n A Govt Official shall not deal matters in which a
member of his family or any of his first degree
relative has any interest
n Rule 19: Prohibits govt official from disclosing any
information to any person or press

n Rule 8 of PPR 2008: TEC will certify regarding no

conflict of interest
n Rule 28 of ROB 1996: No disclosure of official
information unless empowered