3. What is Conflict?
“Conflict is a relationship
between two or more
parties (individuals or
groups) who have, or
think they have,
incompatible goals and
who act on the basis of
those perceived
incompatibilities”,
Schneider et al, 2016
Schneider et al
2016, p144
4. What is Conflict?
• Conflict is not the same as violence
– conflict is not always violent, or
even immediately obvious
• Conflict often accompanies change;
of course this means it occurs
around conservation interventions,
especially where resource access
or availability is impacted
• Generally seen as negative, but this need not be the case, provided the
conflict is acknowledged, understood, and transformed into a positive
force for change
5. Types of conflict
Compatible goals Incompatible goals
Incompatible
behaviour
Compatible
behaviour
No conflict Latent conflict
Surface
conflict
Open
conflict
From Tearfund
(no date)
6. Types of conflict
Compatible goals Incompatible goals
Incompatible
behaviour
Compatible
behaviour
No conflict Latent conflict
Surface
conflict
Open
conflict
From Tearfund
(no date)
When goals and behaviour are compatible,
there is no conflict
7. Types of conflict
Compatible goals Incompatible goals
Incompatible
behaviour
Compatible
behaviour
No conflict Latent conflict
Surface
conflict
Open
conflict
From Tearfund
(no date)
Latent conflict is when behaviour is apparently
compatible, but goals are not. The latent conflict
may need to be brought to the surface to be
resolved
8. Types of conflict
Compatible goals Incompatible goals
Incompatible
behaviour
Compatible
behaviour
No conflict Latent conflict
Surface
conflict
Open
conflict
From Tearfund
(no date)
When goals are compatible but behaviour is
not, this results in surface conflict. This kind of
shallow conflict can often be resolved with
good communication
9. Types of conflict
Compatible goals Incompatible goals
Incompatible
behaviour
Compatible
behaviour
No conflict Latent conflict
Surface
conflict
Open
conflict
From Tearfund
(no date)
Open conflict is both visible and deep-rooted,
emerging from incompatible goals and
behaviour
12. 3. Conflict analysis
Learning objective 3: Gain a foundational knowledge
of stakeholder analysis and representation, and
common conflict analysis tools; and learn the basic
steps of conflict management
13. Identifying the source of conflict
Thinking about what kind of conflict you are dealing with, and identifying the
source(s) of the conflict, is an important first step in conflict analysis. The
more information you have about the cause of the conflict, the more easily you can
help to resolve it.
What kind of conflict is it?
– Open?
– Latent?
– Surface?
What is the problem?
– Sources and triggers?
– Direct and underlying causes?
14. Group Activity: Types of Conflict
In groups, identify one example of conflict from the
brainstorming exercise on Slide 13, and think about:
– What type of conflict is it? (latent, surface, open)
– What were the sources of conflict?
– Were there any particular triggers that shifted latent
conflict into open conflict…..
or
– Are there triggers that transformed surface or open
conflict into no or latent conflict?
15. Group Activity: Types of Conflict
Possible sources of conflict might be:
• Conflicting interests or values
• Difficult relationships or behaviours (historical or new)
• Actual or perceived inequality or injustice
• Lack of clarity over rules, regulations, rights or
responsibilities
16. Goals for Today
Understand the nature of conflict in
human relationships
Identify ways that conflict can be positive
or negative
Examine a framework for analyzing
conflict situations
Analyze a personal conflict
17. What we know….
Conflict is a naturally occurring
phenomenon for human beings
People do not get involved in conflict
situations unless they have some stake in
the relationship or outcome or both
18. What we know….
One can never truly resolve conflict, one
can only manage conflict
The costs of unmanaged conflict can be
high, but the gains from using differences
creatively can also be great
Conflict can either be productive or
dysfunctional
24. Your History with Conflict
How was conflict perceived in your
family/community?
How did your family/community
deal with conflict?
25. You can decide...
Understanding the impact of your
family and community on your ideas
about conflict can allow you to make
decisions about how you deal with
conflict now
We are our history
We make our history
29. Turtle--Withdrawing
Avoid conflict as all costs
Give up their personal goals &
relationships
Believe it is hopeless to try to resolve
conflict
Feel helpless
Easier to withdraw than face conflict
31. Shark--Forcing
Try to overpower opponents by forcing
them to accept their solutions
Not concerned with needs of others
Do not care about how others perceive
them
Believe in winning and losing
Winning gives them a sense of pride
Try to win by attacking, overwhelming,
& intimidating others
33. Teddy Bear--Smoothing
Relationships most important, goals of
little importance
Want to be accepted and liked by other
people
Believe conflict should be avoided in
favor of harmony
Fearful that conflict will hurt someone
35. Fox--Compromising
Moderately concerned with relationships
and goals
Willing to sacrifice part of their goals and
relationships in order to find agreement
for the common good
37. Owl--Confronting
Value their own goals and relationships
View conflicts as problems to be solved
See conflicts as improving relationships
by reducing tension
Seek solutions that satisfy both parties
Not satisfied until solution is found and
tension is reduced
40. Uses of the “Turtle”
When issue is trivial
When potential damage of confrontation
outweighs the benefits
To let people cool down & reduce tension
When gathering information
When others can resolve the conflict
more effectively
41. Uses of the “Shark”
When quick, decisive action is vital
On important issues where unpopular
actions need to be implemented
To protect yourself against people who
take advantage of noncompetitive
behavior
42. Uses of “Teddy Bear”
When you realize you are wrong
To learn from others
When issue is more important to the
other person than to yourself
As a goodwill gesture to maintain
cooperative relationship
To allow others to experiment
43. Uses of “Fox”
When goals are important, but not worth
the effort or disruption
When opponents with equal power are
strongly committed
To achieve temporary settlements to
complex issues
44. Uses of “Owl”
To find an integrative solution when both
sides are too important to compromise
When your objective is to learn
To work through hard feelings which
have been interfering with a relationship
46. Understand Process of
Conflict
Expectations (explicit)
Anticipation (implicit)
Experience Unfulfilled
Expectations
Resentments
Build
Gather
evidence for
a case
Give up
intervene
48. The issues
The facts: present situation, problems
The goals: how things ought to be, the
future conditions sought
The methods: the best, the easiest, the
quickest, the most ethical
The values: the beliefs about priorities
that should be observed in choosing goals
& methods
The history: what has gone on before
49. Components of a Conflict
Situation
Frustration--when you feel blocked.
Conceptualization of problem-- “What’s
going on?”
Conceptualization of behaviors &
intentions-- “What does that mean?”
Outcome--emotional, cognitive,
behavioral
50. Types of Conflict
Positive Dysfunctional
Productive Unproductive
Depersonalized Personalized
Focused on Issues Focused on Feelings
Cooperative Competitive
51. What can we do???
How do we intervene???
Accept that you will have conflict
Work toward having positive vs.
dysfunctional conflict
Use conflict management skills
– De-escalation
– “I”- Messages
52. Indicators of Escalation
Competition
Righteousness
Not Listening
Spreading to new
issues
Dealing in
personalities
Threats
Intentional Hurt
Violating Social
Rules
53. Indicators of De-escalation
Listening. Trying
to understand.
Showing Tact.
Concern for
other’s feelings.
Goodwill gestures.
Appeals to De-
escalate.
Airing feelings.
Finding
alternatives.
55. Analyzing a Conflict
Situation
Conflict was between________
It centered around_________
I wanted___________
and felt frustrated because __________
In my view, the key issue was _______
The other person probably thought the
key issue was ___________
56. Analyzing a Conflict
Situation
Predominant conflict style I used_____
Escalation behaviors I used________
De-escalation behaviors I used______
Major outcomes_____________
Differences over: facts, goals, methods,
values, history___________
What would I do differently next time?
57. Small Group
Break into small groups
Take 7 minutes to fill out sheet. Write
about problem that you are willing to
share with group. (Could be something
that has happened in your group!)
Share worksheet with group
Get feedback about possible alternative
ways of viewing and/or handling conflict
Discuss common themes
58. Large Class
Each group share their common themes
Questions, comments
59. Conflict management strategies
1) avoiding,
2) defeating,
3) compromising,
4) accommodating, and
5) collaborating
Which of these strategies are suitable and not suitable for you?
60. Conflict management: checklist of basic
steps
1. Conflict analysis
– Problem and causes or sources of conflict
– Stakeholder identification
– Identification and understanding, PINS
2. Identify solutions; engage stakeholders, sensitization,
awareness
– Identify solutions both disputants can support
3. Agreement
4. Execute agreement
We have covered the
components of Step
1 earlier in this
section
61. Conflict management: Step 2 of 4
Identify solutions
Processes which can support conflict resolution include:
• Consultation – decision-makers meet with interested stakeholder
representatives to receive views on an issue
• Dialogue – stakeholders are supported in direct communication with
each other to achieve better understanding of each others’ respective
perspectives
• Negotiation – two or more parties have a structured dialogue about a
conflict, to identify possible options for resolution together
• Mediation – Like negotiations, but with a dedicated third party acting as
a mediator to help parties clarify the problem and identify potential
resolutions
These processes can be conducted in e.g. one-off dedicated workshops, or
regular committee meetings.
IISD 2009, p52
62. When identifying solutions remember these strategic
considerations
1)Motivation
Benefits/incentives
i. Reduced costs
ii. Improved livelihoods
iii. Removal of negative impact
iv. New opportunities
2) Interests and needs (think about tools for conflict analysis)
Conflict management: Step 2 of 4
Identify solutions
63. The agreement is where parties involved in the conflict will
formalize their commitments to resolving the conflict
The mediator should aim for parties to shake hands and agree to an
alternative identified in Step 2: Identify Solutions
The mediator then writes up a contract in which necessary actions
and agreed time frames are specified for the conflicting parties
The contract could take the form of e.g. a set of resource use
agreements, or water user committee rules
Conflict management: Step 3 of 4
Execute agreement
64. Resources needed:
i. Financial
ii. Human
iii. Logistics
iv. Knowledge of local context
v. Interpersonal and communication skills
Conflict management: Step 4 of 4
Execute agreement