So far you have learnt about the nature of conflict, its sources and consequences. You need to understand the conflict process, i.e., how conflict develops in order to be able to manage it.There are many approaches to describe the conflict process. We will be discussing two most popular and widely accepted approaches.For a conflict to exist it must be perceived in that light by the parties involved.If no one is aware of conflict then it is generally agreed that no conflict exists. Still, does a mere awareness of opposing goals, or differences of option, or antagonistic feelings imply that there is a conflict? It would be easier for you to understand conflict, if you view it as a dynamic process which includes antecedent conditions, cognitive states, affective states and conflicting behaviour. Look at Fig. on the conflict process and you will be able to describe and analyse conflict between two parties − individuals, groups or organisations − in a chain of episodes which tend to unfold in a particular sequence.
 |
| The Conflict Process |
Stage I: Potential Antagonism
The first stage is the presence of antecedent conditions that create opportunities for conflict to arise. They need not necessarily lead to conflict and may be present in the absence of conflict as well. You may refer to this stage as the source of conflict which we have discussed next section.
Stage II: Cognition and Personalisation
The antecedent conditions may or may not lead to conflict. They must be perceived as threatening, if conflict is to develop. The situation may be ignored if it is seen as minimally threatening. Moreover, if a conflict is perceived, it does not mean that it is personalised ("felt conflict"). However, if feelings are generated, they tend to influence perception of the conflict. When individuals become emotionally involved, they experience feelings of hostility, fear, mistrust or being threatened. This is the stage of felt conflict.
Stage III: Conflictive and Conflict-management Behaviour
Manifest behaviour is the action resulting from perceived and/or felt conflict. At this stage, a conscious attempt is made by one party to block the goal achievement of the other party. Such behaviour may range from subtle,indirect and highly controlled forms of interference to more open forms of aggressive behaviour like strikes, riots and war.Most conflict-handling behaviours are displayed in several forms like resignation and withdrawal, appeasement and compromise, confrontation and collaboration, etc. These behaviours are often referred to as conflict management styles and stem from the strategies of conflict stimulation or conflict resolution. In a later section, we shall discuss some of these modes of conflict management.
Stage IV: Aftermath
The interplay between different forms of overt conflict behaviour and conflict handling strategies of stimulation or resolution influence the consequences.These consequences (in terms of performances of the group, the level of satisfaction and quality of relationship, change of structure and policies, etc.),in turn, influence the antecedent conditions and probability of future conflict.Sometimes, the aftermath sows the seeds of yet another conflict episode wherein the entire process is repeated.The four-stage conflict-process model is a very useful framework to understand any conflict. On the basis of such a framework, you can now define conflict as the process which begins when one party (A) perceives that the other party (B) is making some conscious efforts to frustrate it in pursuing its interest. Party A and/or B may be an individual and/or group(s).
Think about a conflict episode in your workplace between two parties about whom you have some knowledge. What were the antecedent conditions which allowed the conflict to arise? How did the two parties respectively perceive the conflict situation? What were their respective feelings? What manifest behaviour showed that they were in conflict? How was the conflict managed? What were the consequences? Prepare a report on the conflict process.
The first stage is the presence of antecedent conditions that create opportunities for conflict to arise. They need not necessarily lead to conflict and may be present in the absence of conflict as well. You may refer to this stage as the source of conflict which we have discussed next section.
Stage II: Cognition and Personalisation
The antecedent conditions may or may not lead to conflict. They must be perceived as threatening, if conflict is to develop. The situation may be ignored if it is seen as minimally threatening. Moreover, if a conflict is perceived, it does not mean that it is personalised ("felt conflict"). However, if feelings are generated, they tend to influence perception of the conflict. When individuals become emotionally involved, they experience feelings of hostility, fear, mistrust or being threatened. This is the stage of felt conflict.
Stage III: Conflictive and Conflict-management Behaviour
Manifest behaviour is the action resulting from perceived and/or felt conflict. At this stage, a conscious attempt is made by one party to block the goal achievement of the other party. Such behaviour may range from subtle,indirect and highly controlled forms of interference to more open forms of aggressive behaviour like strikes, riots and war.Most conflict-handling behaviours are displayed in several forms like resignation and withdrawal, appeasement and compromise, confrontation and collaboration, etc. These behaviours are often referred to as conflict management styles and stem from the strategies of conflict stimulation or conflict resolution. In a later section, we shall discuss some of these modes of conflict management.
Stage IV: Aftermath
The interplay between different forms of overt conflict behaviour and conflict handling strategies of stimulation or resolution influence the consequences.These consequences (in terms of performances of the group, the level of satisfaction and quality of relationship, change of structure and policies, etc.),in turn, influence the antecedent conditions and probability of future conflict.Sometimes, the aftermath sows the seeds of yet another conflict episode wherein the entire process is repeated.The four-stage conflict-process model is a very useful framework to understand any conflict. On the basis of such a framework, you can now define conflict as the process which begins when one party (A) perceives that the other party (B) is making some conscious efforts to frustrate it in pursuing its interest. Party A and/or B may be an individual and/or group(s).
Think about a conflict episode in your workplace between two parties about whom you have some knowledge. What were the antecedent conditions which allowed the conflict to arise? How did the two parties respectively perceive the conflict situation? What were their respective feelings? What manifest behaviour showed that they were in conflict? How was the conflict managed? What were the consequences? Prepare a report on the conflict process.
Forsyth’s Model
This is a five stage conflict resolution model which may be used to understand task as well as process conflict. Features of each stage are shown in Fig.
 |
| Forsyth Model of Conflict Resolution |
Disagreement: Usually a conflict begins when differences surface. Minorn ones are normally resolved. Individuals change their views. Some less critical issues are deferred. Differences perceived as real and substantive are acknowledged.
Confrontation: When one or more members of the groups voice that they hold certain beliefs and values incompatible with that of other member(s), they may face opposition. Members may also differ on goals or on mechanism of sharing of resources. If so, we say that conflict exists. The issues are debated and commitment to respective positions may intensify as emotions are aroused. Then communication becomes less rational. Escalation: In this stage, conflict gives birth to further conflicts. People become more aggressive. Trust is lost and a negative norm of reciprocity develops forcing an orientation “you will get what you give”. An eye for an eye slogan becomes favourite in this phase.De-escalation: While fighting escalation stage, parties drain a lot of their energy and emotions may cool down. Some sense of rationality and understanding re-emerges out of necessity. Group protection norm emerges.Trust may or may not develop depending on issue and intensity of disagreement. Negotiation, conciliation, or some kind of resolution may be initiated at this stage. Parties may agree to compromise or to look for broader perspective in the interest of the group. If nothing works, third party may be invited for intervention. This intervention may be appropriate only when emotional intensity of the conflict has subsided parties are ready to listen.
Resolution: At this stage there are varieties of activities in the group leading to resolution. Group may change its stand, or minority members could be sacrificed in the interest of the larger group. Members genuinely get persuaded. A fraction of the group may withdraw seeing the futility of its efforts. Leader may veto the decision and resolve the conflict. It may be resolved by votes.
No comments:
Post a Comment