What is conflict?<br /><ul><li> Direct opposition, a clash or disagreement between people
Conflicts are experienced at home, work, social recreation and officiating a contest
As long as you have people dealing with people, making decisions or meeting deadlines - you will have conflict </li></li></ul><li>Conflict management<br />Conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner.<br />
Non-productivity</li></li></ul><li>Types of conflict<br />
Ways of addressing conflict<br /> Five basic ways of addressing conflict were identified by Thomas and Kilman in 1976:<br /><ul><li>Accommodation _surrender one's own needs and wishes to accommodate the other party.
Avoidance – avoid or postpone conflict by ignoring it, changing the subject, etc. Avoidance can be useful as a temporary measure to buy time or as an expedient means of dealing with very minor, non-recurring conflicts. In more severe cases, conflict avoidance can involve severing a relationship or leaving a group.
Collaboration – work together to find a mutually beneficial solution. While the Thomas Kilman grid views collaboration as the only win-win solution to conflict, collaboration can also be time-intensive and inappropriate when there is not enough trust, respect or communication among participants for collaboration to occur.
Compromise – bring the problem into the open and have the third person present. The aim of conflict resolution is to reach agreement and most often this will mean compromise.
Competition – assert one's viewpoint at the potential expense of another. It can be useful when achieving one's objectives outweighs one's concern for the relationship.</li></li></ul><li>Methods to deal with conflicts<br /><ul><li>Competition (win-lose situation)
LEVELS OF CONFLICT<br /><ul><li>INFORMAL More often handled quickly, less noticeable by others - quick comments to coaches and participants
FORMAL Need,s more attention more skills necessary to resolve or understand what the coach, player or official has heard or seen</li></li></ul><li>How to prevent conflicts<br /><ul><li>Frequent meeting of your team
Good posture - maintain a non-threatening position
Gentally rehearse situations you might become emotional in </li></li></ul><li>2. FLEXIBILITY<br /><ul><li>Be able to adjust to any situation
Do not try to handle the situation alone - use your partner(s)
Understand you are not going to please everyone - agree to disagree - this is a two way street, but the official has final say</li></li></ul><li>3. WILLINGNESS TO CHANGE<br /><ul><li>Get the call right - use your partner(s)
Understand the psychology of coaches and what motivates them - communicate with them - know your coach</li></li></ul><li>4. DEFUSING THE SITUATION<br />INFORMAL CONFLICTS:<br /><ul><li>Normal contest situations will not be stopped
Use visual acknowledgment with coach or participants
Close the situation as rapidly as possible</li></li></ul><li>NECESSARY CHANGE<br /><ul><li>If the official is in error, make the necessary change
Explain to the opposing coach and captain(s) the situation and the change
Get the contest started as quickly as possible</li></li></ul><li>There are advantages to conflict. <br />While the term conflict generally is associated with negative encounters, conflict itself is neither inherently good nor inherently bad. In fact, engaging in conflict can have positive effects on relationships and organizations. <br />Consider these benefits: <br /><ul><li>Managing conflict is quicker and more efficient than letting conflicts fester.
Conflict fosters an awareness that problems exist.
Discussing conflicting views can lead to better solutions.
Conflict requires creativity to find the best outcomes.
Conflict raises awareness of what is important to individuals.