GROUP MEMBERS: AMYM ATHEERA MELVIN ARIF ILHAM

DEFINITION
Conflict resolution is a process of working through opposing views in order to r
each a
common goal or mutual purpose.

RESPONSES TO CONFLICT SITUATIONS

Conflict resolution strategies may be classified
into three categories:
Avoidance 2. Defusion 3. Confrontation
1.

Power Avoidance Defusion

Negotiation
Confrontation
A Continuum of Responses to Conflict Situations

1. Avoidance
Attempt to avoid conflict situation in total or to avoid

certain types of conflict. Tend to keep emotional reactions, look the other way,
or leave the situations entirely. (e.g., quit a job, leave school, get divorced
) Cannot face up to such situations effectively. Do not have the effective negot
iating skills. Usually do not provide the individual with a high level of satisf
action. Tend to leave doubts and fears about facing the same situation in the fu
ture.

2. Defusion
Essentially a delaying action.
Try to cool off the situation temporarily, or to
keep the issues unclear.
Resolve the minor point while avoiding discussion of th
e major problem, postponing a confrontation, and avoiding clarification of the s
alient issues underlying the conflict.
Such tactics work when delay is possible.

3. Confrontation
Can be subdivided into power strategies and
negotiation strategies.

Power strategies:

The use of physical force, bribery, and punishment.

int of view of the

Often very effective from po

successful party in the conflict. For the loser, the real conflict may have just b
egun. By-products of these win-lose power tactics usually hostility, anxiety, an
d actual physical damage.

Cont
Negotiation strategies:
Both sides can win.
Aim to resolve the conflict with a c
ompromise or a solution which is mutually satisfying to all parties involved in
the conflict. It seems to provide the most positive and the least negative by-pr
oducts.

NEGOTIATION SKILLS
1. The ability to determine the nature of the
conflict (DIAGNOSIS). 2. Effectiveness in initiating confrontations (INITIATION)
. 3. The ability to hear the others point of view (LISTENING). 4. The utilization
of problem-solving processes to bring about a consensus decision (EFFECTIVE FEE
DBACK/RESPONSE)

1. Diagnosis
The starting point in any attempt at resolution
through negotiation.

2. Initiation
2nd skill necessary to conflict resolution is
effectiveness in initiating a confrontation.
It is important not to begin by att
acking the opposite party. A defensive reaction in one or both parties usually b
locks a quick resolution of differences.
The most effective way to confront the
other party is for the individual to state the tangible effects the conflict has
on him or her.

3. Listening
After the confrontation has been initiated, the

confronter must be capable of hearing the others point of view. Avoid the argumen
t-provoking replies. The confronter should not attempt to defend himself, explai
n his position, or make demands or threats. He must be able to engage in the ski
ll termed reflective or active listening. He should listen and reflect and parap
hrase or clarify the others stand.

4. Effective Feedback/Response
After actively listening, a response is expected.
A basic formula for effective feedback is to
refrain from making accusatory or personal attacks on the person of the other pa
rty, but to:
Focus on the event or behavior/s that provoked the
negative feelings/conflict;
Effect of that behavior/s on the person or confronte
r, and/or the relationship between the two negotiators, and/or when appropriate.

Problem-solving
The final necessary skill to successful negotiation.
The steps in this process are:
Clarifying the problem
Generating and evaluating
a number of possible solutions Deciding together on the best solution
Planning t
he implementation of the solution Planning for an evaluation of the solution.