ZeePedia buy college essays online


Conflict Managment

<<< Previous SOURCES AND CAUSES OF CONFLICT II Next >>>
 
img
Conflict Management ­HRM624
VU
Lesson 12
SOURCES AND CAUSES OF CONFLICT II
Quotation
We have met the enemy and it is us. Walt Kelly, "Pogo comic strip"
In the last lecture, we started talking about different sources and causes of conflict. Knowing the sources of
conflict can help resolve conflicts rather easily and successfully.
The continuing inventory of major sources of conflict can help you identify major sources of conflict.
Explanation
Conflict
Example
Useful approach
type
These types of disputes
Factory
One
Preferenc
are particularly amenable
runoff
disputant's
es and
to creative problem
pollutes the
behaviour
nuisances
solving that acknowledges
stream of a
disturbs the
(Loud
and seeks to preserve the
landowner
other.
music)
underlying interests of the
who loves
(Poverty
disputant but rearranges
to fish.
stricken
the environment, modify
youth)
people's schedules, and so
on.
Conflict
Explanat Example
Useful approach
type
ion
Communi  The
Frequently,
Approaches include
cation
meanings
self-interested
becoming familiar with
difficulties of
tactics on the
the other disputant and
language
part of one
his or her cultural
and
disputant are
practices; using active
behaviour
misunderstood
listening; hiring and
may be
by an
mediator, an agent, a
misunder
opponent.
consultant who shares
stood
the cultural background
of the other disputant, or
a translator.
43
img
Conflict Management ­HRM624
VU
Conflict
Explanation
Example
Useful approach
type
Differences
There are
One disputant
It helps resolve the conflict if
in conflict
differences in
sees the
the disputant recognize the
the basic
relationship of
style differences to minimize
orientation
approach to
the parties as
communication difficulties that
mutually
result from differences in
relationship.
cooperative.
conflict orientation.
The cooperative disputant can
The other
refuse to negotiate unless the
disputant is
parties agree to use a set of
basically
objective principles to guide the
competitive.
negotiation.
The cooperator may need to
signal a willingness to fight
hard if the other disputant fails
to act cooperatively.
Conflict
Explanation
Example
Useful approach
Type
Conflicts are
Ongoing
Sometimes, values conflicts can
Values
over
conflicts in
be resolved if the disputants can
personal
Iraq and
agree to disagree about the
beliefs and
Afghanistan
underlying values, as when a
deeply held
may have
disputant agrees to go along with
religious
a settlement without admitting
values.
origins,
liability.
which
include
Values conflicts are difficult to
values
resolve peacefully if the values
involved are central to the self-
conflicts.
concepts or world views of the
disputants or if coupled with
many other sources of conflict,
such as disputes over limited
resources.
44
img
Conflict Management ­HRM624
VU
Conflict Type
Explanation
Example
Useful approach
As with values conflicts,
In a medical mal-
Threats to
What
occasionally these conflicts can
practice case, the
self-concept
disputant's
be managed by having the
patient's
and world
viewpoint
disputants agree to disagree
allegations of
threatens the
view
while implementing a solution
negligence
other
that threatens neither
threaten the
disputant's
disputant's self-concept or
physician's self-
central ideas
world view.
concept as a
about him-
competent
or herself or
It helps to use negotiation
professional.
about how
tactics that confirm and protect
the dignity of each participant.
the world
An employee's
works.
Sometimes, these conflicts can
allegation of
be handled through the use of
racism on the
negotiating agents. Conflicts
part of a
based on the negative
supervisor
stereotypes held by one social
threatens the
group about another social
supervisor's self-
group are very difficult to
concept as
resolve.
racially tolerant.
Conflict Type
Explanation
Example
Useful approach
The more powerful disputant is
Structural
A disputant
School
generally unwilling to give up power
and inter-
perceives
integratio
and may honestly fail to see that a power
personal
an unjust
n and
imbalance exists.
balance of
affirmativ
power issues
power and
e action
If this disputant is made aware of this
struggles to
disputes
imbalance, sometimes he or she can be
convinced to give up power to preserve
are
rectify it.
long-term social structure, avoid
examples.
violence struggle, or make his or her
own actions consistent with deeply held
values (as when discriminatory laws are
pointed out as being inconsistent with
national values of equality and equal
rights).
Frequently, however, appeal to a more
powerful authority (e.g., litigation) is the
only method that produces lasting
change.
45
img
Conflict Management ­HRM624
VU
Conflict
Explanation
Example
Useful approach
Type
Differing
Each
In a products
Some attributional disputes
attributions
disputant
liability case,
boil down to a data-type
believes that
the
conflict (did the consumer
of causation
the existing
manufacturer
kick the washing machine or
state of affairs
contents that
didn't she?), whereas other
is due to a
the product
attributional disputes are
different
was treated
really values conflicts (yes,
cause and
improperly,
she kicked it, but the washing
hence
whereas the
machine should be built to
warrants a
consumer
handle occasional violent
different
contents that
outbursts). The most effective
the product is
treatments depend on which
remedy.
kind of attributional conflict is
defective.
involved.
Explanation
Example
Useful approach
Conflict
Type
Displaced
There is an
Business
The underlying
conflict
unacknowle
partners who
conflict should be
dged
have an
uncovered and
conflict; the
unacknowledge
diagnosed. A
disputants
d conflict over
mediator is often
are
the allocation
useful in such
disputing
of rights and
situations.
over
responsibilities
something
dispute about a
Unfortunately, the
else.
minor aspect of
underlying conflict is
the business.
often deep-rooted
and difficult to
resolve (otherwise, it
would not have
stayed hidden).
46
img
Conflict Management ­HRM624
VU
Conflict
Explanation Example
Useful approach
Type
Misattributed There is an
A teen living in
It is important to uncover the
unacknowle
the inner city
`real' conflict to avoid
conflict
dged
under
repetitions of misattributed
conflict; one
circumstances
conflict.
disputant
of grinding
Often, the underlying conflict
picks a fight
poverty, loses
is a structural/power issue that
with
his temper and
the disputant feels powerless
someone
fights with a
to change.
else.
neighbour.
Sometimes, the former
disputants, once aware of the
misattributions, can band
together to address the real
problems with the formerly
acknowledged disputant.
47
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