CONFLICT

RESOLUTION,
MEDIATION AND
NEGOTIATION
(PSS 314)
 Conflict is a part of life. Conflicts
arise at many levels such as at the
family, community, intra-society,
workplace, civil-military, diplomatic and
political.
Most of the world’s conflicts are
intra-state rather than inter-state. In the
1980’s alone, about 115 internal armed
conflicts were recorded, which are
mostly ethnic by nature. Other conflicts
may be categorized as territorial,
economic or political.
These situations require sufficient
 In the Philippines, the Government
is consistently faced with challenges on
issues of internal conflict from hostage
situation to insurgency movements.
In the year 2003 alone, the country
witnessed failed and successful
negotiations when a child was killed in
a hostage situation in a bus terminal in
Pasay City and when a group of junior
military officers staged a coup in
Makati City.
These situations require a lot of
 With the Philippine government
consistently facing various
challenges on issues of internal
conflict from hostage situation to
insurgency movements, there is a
need for trainings like this which
sustains the necessary skills of crisis
managers.

In crisis situations, one must be

able to effectively control and
manage circumstances to avoid
 Course Description
The course aims to provide Ph D
PASA students a comprehensive
understanding of the fundamental
concepts, tools and strategies in
managing and resolving conflicts. It
also aims to equip them with a deep
understanding of the factors affecting
crisis or conflict situations and provide
them the necessary knowledge and
skills related to conflict resolution,
 The Course is intended to be
highly interactive and dynamic
through a combination of lectures,
experiential learning, reporting,
case analysis, online and face-to-
face group discussions.
 General Objectives
At the end of the course, the
students are expected to:
 

Have a better understanding of the

factors affecting crisis or conflict
situations;
Have acquired necessary
knowledge and skills pertaining to
conflict resolution, mediation and
principled negotiation;
Be able to apply concepts,
 What is Conflict?

Webster’s Definition:
“ Competitive or opposing action of
incompatibles; antagonistic state or action
(such as divergent ideas, interests, or
persons).”
 Workplace Definition:

Conflict is a situation in which each

party seeks a position (end result)
perceived to be incompatible with the
wishes of the other.
 Organizational Conflict
• Organizational Conflict
– The discord that arises when goals, interests or values
of different individuals or groups are incompatible and
those people block or thwart each other’s efforts to
achieve their objectives.
– Conflict is inevitable given the wide range of goals for
the different stakeholder in the organization.
• Lack of conflict signals that management
emphasizes conformity and stifles innovation.
• Conflict is good for organizational performance
although excessive conflict causes managers to
spend too much time achieving their own ends.
The Effect of Conflict on Organization
Performance

Figure 16.1
Sources of Conflict

Figure 16.3
 Types of Conflict

• Interpersonal Conflict
• Conflict between individuals
• Intragroup Conflict
• Conflict within a group or team.
• Intergroup Conflict
• Conflict between two or more teams or
groups.
• Interorganizational Conflict
• Conflict that arises across organizations.
 Approaches to Resolving
Conflict
• CONQUEST – power play, win/lose, adversarial,
autocratic, demand/threaten
• AVOIDANCE – conflict will go away if I ignore it, time
will heal all wounds
• BARGAINING – a game where demands are traded and
success relates to how much each party concedes,
haggling
• BAND AID – a quick fix, only dealing with surface
issues
• ACQUIESCE – go along to keep the peace, may lead to
passive aggression
 The Win/Win
Approach
• Cooperative approach
• Go back to underlying needs
• Recognize individual differences
• Openness to adapting position
• Empowers participants
• Gains commitment and increases
motivation
• Helps people learn to work together
 Interpersonal
Conflict
• Common source of workplace conflict
• Relating well to people is a critical
factor success in most jobs
• Understanding your INSIGHTS colour
energy – assess other’s energy
• Flexibility to other’s style (not
manipulation or conformity)
• Example
 Emotions During
• Anger
Conflict
• Fear
• Hopelessness
• Frustration
• Disappointment
• Paranoia / suspicion
• Jealousy
• Shame
 Human Needs Affecting
Conflict
• Power
• Approval
• Inclusion
• Justice
• Identity
 Dealing with Interpersonal
Conflicts
• Be aware of “fight or flight” response
• Openly address conflict
• Be sensitive to potential damage
• Use a problem-solving approach –
look for SHARED GOALS
• Listen
• Be Flexible
Conflict as War Conflict as Opportunity
“We shot down that idea.” “What would you like to see
happen instead?”

“Your position is “This issue presents us with a

indefensible.” real challenge.”

“He dropped a bomb on “Your feedback helped me see

me.” some ways I could improve.”
 Avoid Assumptions
Assume nothing—assumptions are
often wrong. Ask questions—it’s harder
to be wrong if you asked first.
Try to understand the other’s
perspective before you try to get
him/her to understand yours.
Consider alternative explanations for
the other person’s behavior besides
what you initially believe.
 Validation
Allow the other person to have their
experience and perception of the
situation.
Do NOT get defensive.
Validate what they are experiencing
(do not necessarily agree or disagree)
Sometimes the thing that we think is
the solution is actually the problem.
 Listen
The goal is to understand, not to be
right.
Do not spend time preparing for
what you are going to say back.
Restate—both to make sure you did
understand and to help the other
person feel that you were listening.
 Problem Solving Skills
Keep the focus on the problem
rather than the emotion that results.
Focus on one problem at a time—
do not allow old issues to be
resurrected as a diversion.
Brainstorm, select a potential
solution, implement the solution, and
evaluate results.
 Tell Your Story
 Do not be passive and avoid
telling your side of things.
 Do not be overly aggressive and
ramrod your story as the only
way it could be.
 Be assertive—get your
information out while working to
find solutions.
 Strategies to Resolve Conflicts
Assume you do not have all the answers.
Ask questions to understand the other
person(s).
Be prepared to compromise or make a deal.
Postpone. If tired, sick, hungry wait until you
feel better.
Enforce. If there are consequences to the
behavior, you should follow through with them.
Compromise. Be willing to give a little.
Explore. Be willing to find other solutions that
have not yet been discussed.
 Eight Strategies for
Resolving Conflicts at
Work (Cloke & Goldsmith)
#1 Change the culture and the context
of conflict
What is organization’s culture in terms of
conflict?
What would we like for the culture to be?
How do we accomplish this?
 Strategy #2
Listen actively, empathetically,
and responsively
Encourages others to follow suit
Helps you get to the heart of the
conflict
 The Art of Active
Listening
• Many interpersonal conflicts would
not arise if we treated our co-
workers with the same basic
courtesies we extend to customers
– No interrupting
– Reflect back understanding of views
– Ask clarifying questions
– Really listen, don’t prepare your rebuttal
until you have HEARD the other person
– Use of “I” statements
 Clearing the A-I-R
Appreciate
Explicitly tell others you want to hear their point of view
“I appreciate the opportunity to discuss this problem with you”

Inquire
The other person has the floor – be an active listener
“Let me make sure I understand your position:…”

Respond
Now you have the floor
“Now that I have a sense of your point of view,
let me explain where I’m coming from”

From Workplace Wars

 Words that Promote Conflict
• “You must…”
• “You lied to me”
• “This is so typical of you…”
• “You always / you never”
• “The problem is…”
• “If you don’t do this, then…”
• “You’ll never change”
• “You’re being hysterical”
 Strategy #3
Acknowledge and integrate
emotions to solve problems
More controversial approach
Unexpressed emotions can create
conflict
Communicate constructively while
containing the destructive potential
of emotions
 Strategy #4

Search beneath the surface for

hidden meaning
Conflicts are rarely about the most
superficial issue
Practice empathy and honesty
 Issue

Personality

Emotions

Interests, Needs, and Desires

Self-Perceptions and Self-Esteem

Hidden Expectations

Unresolved Issues from the Past

Questions to Take You Below the
Surface
• Can you tell me what bothered you
about what I did?
• What is the most important thing to you
in solving this problem?
• Would you be willing to start again right
now and do it differently?
• What would it take for you to let go of
this conflict and feel that the issue has
been completely resolved?
 Strategy #5

Separate what matters from what

gets in the way
Let go of blaming
Let go of who is “right”
Focus on the future
 Strategy #6

Stop rewarding and learn from

difficult behaviors
Instead of identifying the problem as
a “difficult person” or a “difficult
personality,” identify the problem as
a DIFFICULT BEHAVIOR
What is rewarding the difficult
behavior?
 Strategy #7

Solve problems creatively, plan

strategically, and negotiate
collaboratively
Adopt a positive attitude toward
problem-solving
Approach problem-solving as a
collaborative process
 Strategy #8

Explore resistance, mediate, and

design systems for prevention
and resolution
What to do when your best efforts
are met with resistance
Alternative Dispute Resolution
 Introduction to Mediation
• Usually a process involving a
neutral third party who helps
disputing parties find solutions
to contested issues
• Mediation is an emerging field
of professional practice
• Steps in mediation
 Mediation Process
• Dialogue is directly between the
disputants, about the specific
issue to be resolved
• Cardinal rules:
– Stay in the process (no walk-
aways)
– No one-sided solutions (no power
plays)
 Mediation Steps
• Hold preliminary meetings with disputants
– Hear each person’s side of the story
– Define the problem
– Explain the rules
– Assess each party’s willingness to resolve the conflict
• Hold three way meeting
– Encourage concilliation
• Be quiet
– Don’t give advice or opinions
– Don’t propose solutions
• “Let’s Make a Deal”
• Follow Up
Good Mediation Agreement
• Balanced
• Behaviorally specific
• Written
 Self-Mediation Steps
• Find a time to talk
– The Issue Statement (why we need to talk)
– The Request (asking the other to meet)
• If there is resistance,
– Acknowledge the objection
– Show the benefits of talking
– Ask again
• Plan the context
– Time and place for meeting
– State the issue as a work-related problem we need to
solve together
 Self-Mediation Meeting
• Talk it Out
– Express appreciation
– Express optimism
– Review guidelines (let’s persist until we agree,
let’s not push a one-sided solution)
– State the Issue
– The invitation: “Help me understand your
perspective”
– Don’t run the show
 Team Conflict Mediation
• Prevent problems in mediation meeting
– Personalization – don’t allow people to use
person insults and derogatory language
– Withdrawal – don’t allow any one person to
remain passive
– Scapegoating – don’t allow subgroups to “gang
up” on others
• Brainstorming Options
– Silent, individual generation of ideas
– Round robin
– Voting and ranking options
Conflict Management
 Conflict Management
• Perceptions play a major role in conflicts.
People can perceive conflict along several
dimensions:

• Relationship/Task
• Emotional/Intellectual
• Cooperate/Win
or is it….
• Public versus private
• Formal versus informal
• Rational versus non-rational
 Conflict Management
Stage of Conflict:

• Latent Conflict - Conditions are “ripe”

• Perceived Conflict - First differences voiced
• Felt Conflict – Parties feel it –
anxious/stress
• Manifest Conflict – Open conflict!
• Conflict aftermath – Conflict over
 CONFLICT MANAGEMENT

  High
Assertiveness
• •
Concern for Self

Low
Assertiveness
• •
Concern for Others
Low Cooperation High Cooperation

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
 COMPETING

  High
Assertiveness
• Competition
Concern for Self

Low
Assertiveness
Concern for Others
Low Cooperation High Cooperation

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
 Conflict Styles and
Strategies

• Control
• Competing –
• Outwit
“My way or the
highway.” • Coerce
• Fight
 Competing
“My Way or the highway.”

When Appropriate: When Inappropriate:

• An emergency is
looming.
• The issue is trivial and
others don’t care what
happens.
• You’re certain you’re
right.
• Policy ruling is needed
• When it is important to
get cooperation from
others.
• When the self respect of
others is diminished.
• When used to an excess.
• When individual legal
rights are not protected
 ACCOMODATING

  High
Assertiveness
• Competition
Concern for Self

Low • Accommodation
Assertiveness
Concern for Others
Low Cooperation High Cooperation

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
 Accommodating

Accommodating- • Agreeing
“Whatever you say is okay • Appeasing
with me.” • Flattering
 Accommodating
“Whatever You Say is Okay With Me.”

When Appropriate:
• When the issue is not
important to you.
• You realize you are wrong.
• You want to respond to the
desires of another.
When Inappropriate:
• When you are likely to
resent the outcome later.
• When used to gain
acceptance.
 AVOIDING

  High
Assertiveness
• Competition
Concern for Self

Low
• Avoiding • Accommodation
Assertiveness
Concern for Others
Low Cooperation High Cooperation

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
 Avoiding

• Denial
• Avoiding-
• Ignoring
“Conflict, What Conflict?”
• Withdrawing
 Avoiding
“Conflict, what conflict?”
When Appropriate: When
• Passage of time might help
• Hostile environment- Inappropriate:
emotions are high
• When issue is trivial • You care about the issue.
• You are powerless or have • Negative feelings may
little power, but want to block
the other person linger (you care about
• Short time and a decision is the relationship).
not necessary • When a decision needs to
• Relationship is be made
insignificant
 COMPROMISING

  High
Assertiveness
• Competition
Concern for Self

• Compromise

Low
Assertiveness
• Avoiding • Accommodation
Concern for Others
Low Cooperation High Cooperation

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
 Compromising

• Compromising – • Bargaining
“Let’s split the • Reducing
difference.” expectations
• Provide a little for
everyone
 Compromising
“Let’s Split the Difference.”

When Appropriate: When Inappropriate:

• When finding some • When you cannot live
with the consequences.
solution is better
than a stalemate. • Finding the most
• When cooperation is creative solution is
essential.
important but time
and/or resources are
limited.
 COLLABORATING

  High
Assertiveness
• Competition • Collaboration
Concern for Self

• Compromise

Low
Assertiveness
• Avoiding • Accommodation
Concern for Others
Low Cooperation High Cooperation

Source: Thomas, K.W. “Conflict and Conflict Management,” In Handbook of Industrial

and Organizational Psychology, ed. M.D. Dunnette. Chicago: Rand McNally, 1976.
 Collaborating

• Gather information
Collaborating – Look for alternatives
• Discussion and disagreement is okay.
•
“How can we solve the
problem?”
 Collaborating
“How Can We Solve the Problem?”

When Appropriate: When Inappropriate:

• When both the issue and • Time is short.
the relationship are • The issues are not
significant. important.
• When there is a • If either person is not
reasonable expectation negotiating in “good
of addressing all faith.”
concerns and reaching a • When individual legal
mutually acceptable rights are not protected
agreement.
• Power imbalances exist
 Resolution of a Conflict Occurs When:

 The physical well-being of each party is maintained during

negotiations and in the resolution reached.
 Feelings of self-worth of each party are maintained during
the negotiation process and in the resolution reached.
 Each person respects or tolerates the other party as a person
person while understanding that this does not imply
approval of that party’s morals or values.
 All relevant facts and available and technical information are
considered and used by the persons in reaching the resolution.
 The resolution reached was chosen by each party even though
other options were available.
 Conflict Management
Strategies
• Functional Conflict Resolution

– Handling conflict by compromise or collaboration between

parties.
• Compromise: each party is concerned about their goal
accomplishment and is willing to engage in give-and-take
exchange to reach a reasonable solution.
• Collaboration: parties try to handle the conflict without
making concessions by coming up with a new way to resolve
their differences that leaves them both better off.
– Managers also must address individual sources of conflict.
 Conflict Management
Strategies (cont’d)
Strategies Focused on Individuals
Increasing awareness of the Can conflict source can be found
source of conflict and corrected?

Increasing diversity awareness Older workers may resent younger

and skills workers, or experience cultural
differences.

Practicing job rotation or Provides a good view of what

temporary assignments others face.

Using permanent transfers and Avoids problem interactions.

dismissals when necessary
 Conflict Management
Strategies (cont’d)
Strategies Focused on The Whole Organization
Changing the structure of the Shifting from a functional
organization structure to a product structure as
the organization increases in size.

Increasing the levels of Using cross-functional teams to

integration in the organization resolve conflicts between
departments.

Changing the organization’s Taking steps to change

culture dysfunctional norms and values to
reduce conflict and refocus the
organization on effective goals.

Altering the source of the If conflict is due to overlapping

conflict authority, managers can fix the
problem at the source.
 Negotiation Strategies for
Integrative Bargaining
Strategies
Emphasizing superordinate goals that both parties agree on .

Focusing on the problems and issues at hand, and not personalizing

the negotiations.

Focusing on interests not demands by understanding why the other

party wants a specific need satisfied in the negotiations.

Creating new options for joint gain by focusing on new interests to

allow new ideas to come forth

Focusing on what is fair opens up room in the negotiations for both

parties to come to a mutual agreement about the best solution to a
problem.
 Helpful References

• Conflict Resolution (2001) by Daniel Dana

• Conflict Management for LEAD…emerge by
Kirsten W. Schwehm
• Conflict Management by Craig W Fontaine
• People Styles at Work (1996) by Robert
Bolton & Dorothy Grover Bolton
• Resolving Conflicts at Work (2005) by
Kenneth Cloke & Joan Goldsmith
• Workplace Wars and How to End Them
(1994) by Kenneth Kaye