The document discusses the nature of conflict, various causes, types, and the resolution process. It highlights interpersonal and intrapersonal conflicts, stages of conflict, methods for conflict prevention, and effective communication strategies. The resolution platform includes groundwork, issues management, agreement, and follow-up stages to facilitate a win-win outcome.

1. Managing Conflicts
The Path to a Resolution
Bolaji Okusaga

2. What is A Conflict?
Conflicts
exist where
there are
contending
interests
It arises
from a need
to secure
stakes and
positions
Conflicts
can be
active or
passive.

3. Personalities who cause conflict
The
Aggressor
Passive
The Arrogant
Buff
Mates
Habitual
Absentee
Error prone
Colleague
The
Chatterbox
HumptyDumpty
The
Unreliable
The Time
waster
The Hater

4. Causes of Conflict
CONFLICT OF
IDEAS:
Different
interpretations
CONFLICT OF
ATTITUDES:
Different
opinions
CONFLICT OF AIMS:
Different goals
CONFLICT OF
BEHAVIOR:
Different
behaviours

5. Roots of Conflicts
ROOTS OF INTERPERSONAL CONFLICTS :
Rejections
Illicit
Demands
Reproach
Accumulative
Frustration
CAUSATIVE FACTORS FOR DEVELOPMENT OF CONFLICTS:
Regularity
of
occurrence
Goal
Affinity
Goal Path
Uncertainty
Attribution
of Cause
Negative
feelings

6. Conflict Catalysts
Scarce Resources
Conflicting attitude
Resources are always not in abundance, causing competition – Active
tension either in the process of accessing or sharing resources
Attitudes and Communication styles are different
Unclear sphere of
influence
Unclear boundaries – Overlapping roles
Communication
Barriers
The inability to forge understanding - Poorly defined Goals
Need for Consent
Unresolved previous
conflicts
Knowledge of self and
others
The inability to agree - Lack of cooperation / trust
Past experiences – Past betrayals
Ego and feelings - Opposing personal values

7. Conditions Upon Which Conflicts Thrive
Interdependence
Perceived
Incompatible
Goals
Scarce Resources
Two or more
interdependent
parties who
perceive
incompatible
goals, scarce
resources, and
interference from
others in
achieving that
goal (Hocker &
Wilmot, 1995)
Competition
between
interdependent
parties who
perceive that they
have
incompatible
needs, goals,
desires, or ideas
(Van Slyke, 1999)
Because
resources are
usually never
abundantly
available, there is
usually a contest
for scare
resources
Interference
Social
Interactions
This happens as a
result of
perceived
incursion into a
person’s or a
group’s sphere of
influence
Society creates a
basis for social
interaction and
given the fact
that there are
different
personality types,
conflicts often
occur

8. Types of Conflict
Inter-personal
and intrapersonal
Inter-group
and intragroup
Competitive
and
Disruptive
• This exist
between two
persons or
internally
within a person
• Between two
groups or
within a group
• Occuring out of
clashing goals
and objectives

9. Stages of Conflict
Conflict arises
(Introduction
of the Plot)
Resolution
Positions are stated
and hardened (The
Suspense)
Actions taken
in support of
positions
(Climax)

10. Conflict Process
Antecedent Condition
Perceived Conflict
Felt Conflict
Manifest Behaviour
Conflict Resolution / Suppression
Resolution Aftermath

11. Consequences of Conflict
Adverse
Consequences
Affirmative
Consequences
Decreased Efficiency
Suboptimal Productivity
Better Understanding of Subject
Disrupted Cognitive Functioning
Stress
Illuminate Way-forward
Absenteeism
Staff turnover
De-motivation
Inventive / Resourceful
Resolutions

12. HIGH
Communication Styles and
Conflicts
LOW
DIRECTNESS OF COMMUNICATION
OPENLY AGGRESSIVE BEHAVIOUR
Direct in expressing needs and opinion
and gives no thought to others.
ASSERTIVE BEHAVIOUR
Express needs and opinions in a way
that is considerate of others.
I WIN, YOU LOSE
I WIN, YOU WIN
PASSIVE BEHAVIOUR
Indirectly makes sure that others are
aware of needs and opinion in a way
that it seems more important than the
needs and opinion of others.
PASSIVE BEHAVIOUR
Does not express needs and opinion and
puts others needs above his / her needs.
I WIN, YOU LOSE
I LOSE, YOU WIN
LOW
THOUGHTS GIVEN TO OTHERS
HIGH

13. Conflict and Communication
HIGH
ASSERTIVENESS
Competing
Collaborating
Compromise
Avoiding
Accommodating
LOW
COOPERATION
HIGH

14. Preventing Conflict
Assess positive and negative personality traits of
people involved
Determine personality type
• Aggressive
• Submissive
• Assertive
Assess if people are introvert or extroverts...

15. Preventing Conflict
Review past conflicts
Assess communication skills
of those involved
Read body language of
participants
Competition
(win-lose
situation)
Accommodation
(win-win
situation)
Avoidance (loselose situation)
Compromise
(lose-lose
situation)
Collaboration
(win-win
situation

16. Preventing Conflict
Manage the Communication
Neutral vs. Words
laden with layers
of meaning
Decrease
mechanical
language
Allow for cultural
differences in
language
Words may have
different meanings
for different
people…ask them
to elaborate

17. Resolving Conflicts
Adapt to the
Situation
Problem-Solving
Procedures
Willingness to
Ignore Power
Issues
Open-minded
Attitudes
Be Fair and
Objective
Appropriate and
Effective
Communication
Mutual
Awareness

18. The Path to Resolution
What Works
What Does Not
Negotiation /
Mediation
Holding on rigidly to a
position
Looking at both sides
of the argument
Declining to strike a
compromise
A Win-Win attitude
Name calling and
blame-trading
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19. Searching for a Solution
Path to Take
Path to Avoid
• Identify Each Others Needs
and Goals
• Seek a Win-Win solution
• The Use of Power may lead
to three Responses
• Fight
• Flight / Avoidance
• Obedience/ Shutting
Down
19

20. The Resolution Platform
Groundwork
Issues
Management
Agreement
Follow-up
20

21. The Resolution Platform:
Groundwork Stage
Include only those
concerned.
Get something to
write down ideas.
Give a description of
the problem that
respects all involved.
Find a good time and
place with no
distractions.
Explain how conflict
resolution can enable
all to win, and explain
the steps.
Agree not to slip back
to the win lose
methods
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22. The Resolution Platform: Issues
Management Stage
Use “I” Messages to
explain your own
concerns, needs and
basic goals
Use reflective listening to
hear and acknowledge
the other’s needs and
basic goals
Evaluate exactly what
each of your actual
needs are with the
problem. List needs.
Don’t accept sudden
promises not to cause
the problem
Identify gaps in
realisation of strategic
objectives
Escalate current risks
and identify potential
risks
Ensure proper
communications with
relevant stakeholders
Mediate issues
resolution
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23. The Resolution Platform:
Agreement Stage
Get Agreement on
who does what by
when
Write this down and
check all agree to it
If you want to set
criteria for success,
work out these now
Refuse to remind or
police the solutions
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24. The Resolution Platform: Follow-up
Stage
Carry out agreed method. Wait to see if the
conflicts seems resolved.
If the agreed upon solution doesn’t work,
remember it is the solution that failed, not
the person, and seek for a new solution.
Ask from time to time if the solution is
working for both of you.
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25. Thank You