Week 9: Conflict management processes

Conflict is the interaction of interdependent people who perceive opposition of goals, aims and values, and who see the other party as potentially interfering with the realisation of these goals. There are positive and negative effects of conflicts, negative would be bringing disruption in organisation, destruction of relationships, may lead to anger, frustration and resentment, and also physical illness resulting from stress. While the positive effects are the increased stimulation amongst workers, better generation of ideas, recognition of flaws in a system, cohesiveness amongst conflict partners and adjustment of balance of power. The three ‘I’s of Incompatibility, interdependence and interaction describe the essential condition for conflict. Levels of conflict are segregated to interpersonal, inter-group and inter-organisational. Organisations have to be prepared to manage these conflicts and one ways is through the management grid approach by Thomas K.W (1976) where choices such as avoidance, accommodation, competition, compromise and collaboration are ways to resolve conflict. Another way of managing conflict is through the 5A model by Borisoff and Victor (1989) assessment, acknowledgement, attitude, action and analysis are the 5A that needed to be understood. Bargaining is a unique form for negotiating mutually shared rules. Outsiders often represent parties in conflict and this strategy is used to settle inter-group and inter-organisational conflict. The main rule of this method of negotiation is to have mutual concession whether it is distributive or integrative bargaining.