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Conflict Managment

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Conflict Management ­HRM624
VU
Lesson 20
ASSESSING IMPEDIMENTS TO RESOLVE THE CONFLICT I
Quotations
"The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where
he stands at times of challenge and controversy."
Martin Luther King, Jr.
Introduction
Conflict is a product of social and economic system. Culture plays an important role in creating conflict. If
we see it at individual level, we find that Individualism is rampant which is source of conflict among people
and societies. On the other hand if we examine it at community level the structure of society and system of
social relations are the sources.
Impediments to Resolving Interpersonal Conflict
Here are fourteen important factors that impede the resolution of conflicts.
·
Motivation to seek vengeance
·
Meta-disputes
·
Mistrust
·
Vastly different perceptions about reality
·
Over-commitment and entrapment
·
Lack of ripeness
·
Jackpot syndrome
·
Loss aversion
·
Linkages
·
Conflicts of interest among team members
·
Excluded stakeholders
·
Disempowered disputant
·
Unpleasant disputant
·
Competitive culture or subculture
Motivation to seek vengeance
Vengeance makes an individual sacrifice advantage of cooperation and presses for punishing the other
disputant. A disputant who is motivated to seek vengeance is likely to sacrifice the advantages of
cooperation to punish the other side. This phenomenon often occurs after a conflict has been in a
competitive cycle and has escalated and spread. Disputants have many reasons to seek revenge. e.g.
·  Revenge to rectify injustice
·  Revenge to prove self worth
·  For preventing other disputant from further havoc
·  Perception of hostility and hatred
·  Vengeance as a difficult impediment to deal with conflict
·  Disappointment of vengeful disputant
·  Anger and angry attitude (Rigidity of values/fixity of mind, lack of flexibility and creativity)
It can be difficult to admit to vengeful feelings, because they are considered socially unacceptable in many
circumstances. The motivation to seek vengeance is a difficult impediment to deal with.
Meta Disputes
Meta-disputes are disputes about the way a conflict is being handled. Unresolved and escalating conflict
breeds meta-disputes. More the conflict is complex, more the chances of evolving meta-disputes. The best
way to deal with meta-disputes is to prevent them.
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Conflict Management ­HRM624
VU
A cooperative conflict cycle minimizes meta-disputes through free and open communication.
Disputants can avoid negative attributions of each others behaviors. Meta-disputes generally are based on
misunderstandings. Third party or mediator can untangle such misunderstandings.
Mistrust
Mistrust and low levels of trust are the engines driving conflict escalation: low levels of trust create the
suspicion, circumspection, and defensive tactics that promote inefficiency, bad feelings, and disputants'
efforts to undermine one another.
Vastly different perceptions of reality
When disputants have dramatically differing perceptions of the facts or law that underlie the conflict, they
usually have trouble achieving resolution without help. If each person has a strong, honest belief that his or
her point of view is the correct one then it is difficult to convince the person beside otherwise.
Summary
To resolve conflict, understanding about impediments to resolving conflict is important. There are fourteen
impediments that are mentioned in this and the next lecture. Being aware and sensitive about shall make
you see those impediments operating in the conflict in hand; it will make you resolve the conflict
comfortably.
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Table of Contents:
  1. INTRODUCTION TO CONFLICT:Dispute, Legal Dispute, Call the police
  2. DISPUTE RESOLUTION 1:Positive affect in Negotiation, Alternative Dispute Resolution
  3. DISPUTE RESOLUTION II:Adjudication, Litigation, Mediation-Arbitration
  4. PRECONCEPTIONS ABOUT CONFLICT I:Pedagogical development, Pressures against Innovation
  5. PRECONCEPTIONS ABOUT CONFLICT II:Cultural beliefs about interpersonal conflict, Why strategies of change fail
  6. CONFLICT DIAGNOSIS:Who Needs to Know About Conflict Diagnosis?, Steps in Conflict Diagnosis
  7. RECURRENT THEMES IN CONFLICT DIAGNOSIS I:The Seven Steps of Social Behavior, Seven steps to diagnose conflict
  8. RECURRENT THEMES IN CONFLICT DIAGNOSIS II:Themes of Conflict Diagnosis
  9. DESCRIBING THE CONFLICT I:Description of Conflict, Identifying Interpersonal Conflict
  10. DESCRIBING THE CONFLICT II:Step 1 for Conflict Diagnosis, interpersonal or intrapersonal
  11. SOURCES AND CAUSES OF CONFLICT I:Main Sources of Conflict, Discussing major sources of conflict
  12. SOURCES AND CAUSES OF CONFLICT II
  13. INTEREST ANALYSIS I:Analyzing your interests, Analyzing the other disputant’s interests
  14. INTEREST ANALYSIS II:What are interests?, Tips for Interest Trees
  15. INTEREST ANALYSIS II:Principles and values, Basic Human Needs
  16. ASSESSING THE CHARACTER OF THE CONFLICT I, Premises of Deutsch’s Theory
  17. ASSESSING THE CHARACTER OF THE CONFLICT II:Techniques to transform competitive conflict into cooperative
  18. TRUST AND ITS SIGNIFICANCE I:What is Mistrust,Trust and business,Three levels of trust
  19. TRUST AND ITS SIGNIFICANCE II:Advantages of high trust level, Building of trust
  20. ASSESSING IMPEDIMENTS TO RESOLVE THE CONFLICT I:Motivation to seek vengeance, Mistrust
  21. ASSESSING THE IMPEDIMENTS TO RESOLVING THE CONFLICT II:Disempowered Disputant, Unpleasant Disputant
  22. ASSESSING THE NEGOTIATING STYLE I:Dual Concern Model, Dominating or competition style
  23. ASSESSING THE NEGOTIATING STYLE:Dual Concern Model, Tactics Used In Integrating
  24. ASSESSING POWER AMONG DISPUTANTS:Conflict and Power, Kinds of power in the Relationship Domain
  25. ASSESSING POWER AMONG DISPUTANTS II:Sources of Relationship Power, Context and Power
  26. POWER, CONFLICT, AND BATNA III:Role of Third Party in BATNA, Dealing with Power Imbalance
  27. STEREOTYPES, DIVERSITY, AND CONFLICT I:Stereotyping, Stereotyping in Interpersonal Conflict
  28. STEREOTYPES, DIVERSITY, AND CONFLICT:Categories of Diversity Issues, Seven Mental Processes to Prove Stereotypes
  29. STEREOTYPES, DIVERSITY AND CONFLICT III:Individual Difference and Social Category, Cultural differences in values
  30. MEDIATION I:When is mediation required, Processes Related to Mediation, Product of Mediation
  31. MEDIATION II:Important distinguishing factors, More Advantages and Disadvantages of Pure Mediation
  32. ADVANTAGES AND DISADVANTAGES OF MEDIATION I:Efficiency Consideration, Conflict Management and Prevention
  33. ADVANTAGES AND DISADVANTAGES OF MEDIATION II:Quality of Consent, Effects on the parties to mediation
  34. PROCESS OF MEDIATION:Stages of Mediation, Facilitative tactics in mediation
  35. LAW AND ETHICS OF MEDIATION I:Characteristics of mediation, Confidentiality
  36. LAW AND ETHICS OF MEDIATION II:Role of ethics in mediation, 8 Dimensions of Ethics in Mediation
  37. ARBITRATION I:Ways to Resolve Conflict, Advantages of Arbitration, Disadvantages of Arbitration
  38. ARBITRATION II:Varieties of Arbitration, Process of Arbitration, Contents of Arbitration Act
  39. NON BINDING EVALUATION:Disadvantage, Varieties of Non-binding Evaluation
  40. NON BINDING EVALUATION II:Varieties of Non-binding Evaluation, Advantages and disadvantages of Non-binding Evaluation
  41. MIXED AND MULTIMODAL DISPUTE RESOLUTION:Six System Design Principles, Extensions of Dispute Systems Design
  42. POWER TOOLS AND MAGIC KEYS I:Introduction, Necessity of conflict diagnosis, Using conflict diagnosis
  43. POWER TOOLS AND MAGIC KEYS II:Proposed Contents of a Clients’ Interview, Impediments to use facilitative mediation
  44. PANCHAYAT, LOCAL GOVERNMENT SYSTEM, AND ADR, Definitions of Panchayat, Definition of Jirga
  45. SUMMARY AND MESSAGE OF THE COURSE:Definitions of conflict, Negotiation, Meditation, Adjudication