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Conflict Managment

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Conflict Management ­HRM624
VU
Lesson 9
DESCRIBING THE CONFLICT I
Quotation
"There are three principles in a man's being and life, the principle of thought, the principle of speech, and
the principle of action. The origin of all conflict between me and my fellow-men is that I do not say what I
mean and I don't do what I say". (Martin Buber)
Description of Conflict
Make sure that we understand the roles of the parties to a conflict. Clarify that often there are several
interpersonal conflicts hidden in a situation, and that the participant role assignments may change if the
focus of the dispute is changed.
Tease out underlying and hidden interpersonal conflicts. It will help uncover paths to constructive
resolution of the conflict.
Identifying Interpersonal Conflict
·  Analyze the situation carefully to ensure it really is "interpersonal" and not an "inner conflict."
·  Identify the disputants, and the divergent goals and interests that create the interpersonal conflict.
·  Now, start diagramming or mapping the conflict.
Purposes of the conflict map or "sociogram"
When it is decided that a conflict is interpersonal conflict not intrapersonal conflict, then we map out the
conflict.
Following are the purposes of a map or sociogram:
1. It clarifies what the conflicts are among the disputants.
2. It helps us analyze disputants' interests.
3. It reveals interests of non-disputants that may impede resolution or provide ways to creative
strategies to resolve the conflict.
4. It clarifies the points on which more information is needed.
Place symbols on the sociogram that represent the disputants and briefly write the divergent goals of the
principal disputant.
Evaluate the situation, conduct research where necessary, to identify agents, advocates, and constituents.
Place them on the sociogram as well.
Explain the sociogram with side conflicts that add to the complexity of the situation.
Be prepared to edit the sociogram as and when additional information becomes available.
Keep in Mind the complexity
Many conflict situations will have more than one interpersonal conflict.
i. Who are the main disputants, agents, advocates, constituents, or neutrals, if any? This explanation will
depend on the conflict that is being focused.
ii. Often, we know which conflict to focus on. Some times, we have to decide systematically which conflict
is to be focused. Usually there are multiple conflicts.
B. Whether to include some individuals with loose connections to the conflict as constituents will depend
on our goals. It will be good to include all conflicts.
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Conflict Management ­HRM624
VU
Parties to an
Lines of communication
Conflict under consideration
Interpersonal Conflict
Neutral
Lines of relationship
Advo-
Advo-
cate
cate
Disput-
THE CONFLICT:
Disput-
ant
Incompatible Goals
ant
Consti-
Consti-
Agent
Agent
tuent
tuent
Sample Interpersonal Conflict
Saleem and Naila are in the process of divorcing; and disagree over the custody of their two children
·  Lawyer Babar represents Saleem and Salma represents Naila
·  The children are upset with each other. They blame each other for the impeding divorce between
their parents.
·  Babar's mother can not decide about her possible role to resolve their dispute by providing child
care, if given custody of children to the father.
Lines of communication
Conflict Map
Conflict
Lines of relationship
Babar
ADVOCATE
ADVOCATE
Salma
Ayesha
(secre-
tary)
CONSTITUENT
Saleem
Naila
DISPUTANT
The conflict: Children
DISPUTANT
custody dispute
Mother
The
kids
CONSTITUENT
CONSTITUENTS
Important Point
Roles of participants change, depending on which interpersonal conflict is given focus.
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Conflict Management ­HRM624
VU
Manager
Factory + Fellow Workers
Dear Friend
Supervisor
Sick Father
Mother
Factory worker
Wife
Kid 2
Kid 1
Brother
School
School
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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