Conflict Management is organization dynamic perform in global movement. Thus, it's need selection thinking and innovation regarding to mapping with solving the problems.

1. Manajemen Konflik : Suatu Pengantar
Session VIII & IX – Program Studi Ilmu Pemerintahan
STISIPOL Raja Haji, Tanjungpinang-Kepulauan Riau
2014Shahril Budiman. S.Sos., MPM - 1022048802

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OBJECTIVES
1. To define conflict
2. To understand problems of conflict
3. To manage and resolving conflict

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WHAT IS CONFLICT ?
Natural Disagreement
Could occur either individuals or groups
Emerge cause of differ in attitudes, beliefs,
values or needs
A conflict exists when two people wish to carry
out acts which are mutually inconsistent
(M.Nicholson: Rationality and the Analysis of International Conflict. 1992:11

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Mengenal Konflik
 Konflik sebenarnya adalah suatu situasi yang
terjadi manakala terjadi perbedaan, tumpang
tindih kepentingan dan kehendak.
Wujud Dari Konflik
Sikap marah, perselisihan, pertengkaran,
pengaduan ke pengadilan, unjuk rasa,
pembiaran/apatisme, mendiamkan/boikot
.
Robbin (1984) menyatakan konflik adalah
suatu proses usaha yang dilakukan
seseorang untuk mengimbangi usaha-
usaha orang lain dengan cara merintangi
yang menyebabkan frustrasi dalam
mencapai tujuan atau meningkatkan
keinginannya

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INGREDIENTS OF CONFLICT
B
E
C
D
APERCEPTIONS
FEELINGS AND EMOTION
VALUE
NEEDS POWER

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www.themegallery.com Company Name

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CONFLICT BENEFIT ?
BENEFIT OF CONFLICT
Growth and Innovation
New ways of thinking
Additional Management options

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Penggolongan Konflik/Sengketa
Ilya Moeliono dkk (2003) Memadukan Kepentingan Memenangkan
Kehidupan, buku acuan metodologi pengelolaan sengketa sumberdaya alam,
Studio Driyamedia,
Title
Menurut jumlah
yang terlibat
Menurut aspek/bidang
/pokok konflik
Menurut perimbangan
kekuatan pihak-pihak
Yang terlibat
Menurut tingkat
kerumitannya
Menurut
pokok
sengketa
Menurut
para pihak
Yang terlibat
Christopher W. Moore.(1996.) The Mediation Process, Practical Strategies
for Resolving Conflict (2nd edition), Jossey-Bass Publisher,

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Bidang-bidang atau hal-hal yang
menjadi pokok persoalan
Konflik Kebijakan Pembangunan
Konflik pengelolaan
sumberdaya alam dan lingkungan
Konflik dunia usaha
Aspek/bidang
/pokok konflik
Konflik/sengketa hukum
Penggolongan Konflik/Sengketa

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Penggolongan Konflik/Sengketa
Sengketa Tentang
Tata Nilai
Sengketa
Struktural
Sengketa Tata-
hubungan
Sengketa Tentang
Data/Informasi
Sengketa
Kepentingan

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Konflik antar
dinas
pemerintahan
Konflik antar
desa
Konflik antar
LSM
Konflik antar
kelompok
masyarakat
MENURUT PARA PIHAK YANG TERLIBAT

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Konflik yang
terbatas antara
pemenang pemilihan kepala daerah
dengan pihak yang tidak puas dengan
hasil pemilihan
Kerebutan
hak atas pengelolaan
sumberdaya alam di
suatu wilayah
KONFLIK
VERTIKAL
KONFLIK
HORIZONTA
L
Menurut perimbangan kekuatan pihak-pihak yang terlibat
Konflik horisontal adalah konflik antara pihak-pihak yang dianggap setara.
Seperti contoh konflik tata batas antar desa.
Sedangkan konflik vertikal,
Melibatkan pihak-pihak yang dianggap memiliki kekuatan berbeda.
Misalnya saja konflik antara pemerintah (yang memiliki kekuasaan untuk menetapkan
sesuatu atas nama UU atau peraturan yang berlaku), dengan masyarakat (yang hanya
bisa mengandalkan pengerahan massa untuk memprotes keputusan pemerintah)

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Konflik
sederhana
Konflik
yang rumit
Saling kait
mengait

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STEPS
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
MANAGING CONFLICT

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Analyze the Conflict
S T E P S
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
Analyze the nature and type of conflict
Gathering information regarding who’s involved the
conflict
Understanding the conflict, reflecting on your ongoing and
planned work, and thinking about how your work contributes to
the conflict: are your strategies and activities building peace, or
creating or exacerbating conflict (International Institute for Sustainable
Development, 2013)

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Determine Management Strategy
S T E P S
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
•Analyze and select the most appropriate
strategy
 Who’s group involved?
 What’s substance of conflict?
 Formulate strategic
•Conflict Management Strategies:
 Collaboration (Win-Win Solution)
 Compromise (Win Some-Lose Some)
 Competition (Win or Lose)
 Accommodation (Lose or Win)
 Avoidance (Lose – Lose)

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Determine Management Strategy (Cont’d)
S T E P S
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
Conflict Management Strategies:
I Win I Lose
You Win Win-Win Lose-Win
You Lose Win-Lose Lose-Lose

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PRE-NEGOTIATION
S T E P S
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
Effective Negotiation Clearly set the groundwork
• Negotiation approach and
as facilitator
• Collaborative
cooperation
Joint Fact Finding
Organization
Ground Rules & Agenda
Initiation & Assessment
• Rules for communication,
negotiation and decision
making
• Collaborative
cooperation with
different group
• Sharing information
regarding conflict causes and
strategic such as: Agreement

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NEGOTIATION STEP
S T E P S
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
Interest
Options
Evaluation
Commitment
Written
Agreement

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POST-NEGOTIATION STEP
S T E P S
ANALYZE
DETERMINE
MANAGEMENT STRATEGY
PRE-NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
IMPLEMENT DECISIONS OF NEGOTIATIONS
•Ratification : Review of organization
procedure
•Implementation : Communication and
Collaboration as the agreement
Negotiation Skill
Separate People From The Problem
Interest VS Position
Focus on Interest, Not Positions
Develop Optional Solutions
Developing Objectives Criteria

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References:
Breaking the Impasse: Consensual Approaches to
Resolving Public Disputes.
Lawrence Susskind and Jeffrey Cruikshank, 1987, New York,
NY: Basic Books.
Creating the High Performance Team.
Steve Buchholz and Thomas Roth, 1987, New York, NY: Wiley.
The Eight Essential Steps to Conflict Resolution:
Preserving Relationship at Work, at Home, and in
the Community.
Dudley Weeks, 1992, New York, NY: St. Martins Press.
Getting to Yes: Negotiating Agreement without Giving In.
Robert Fisher, William Ury, and Bruce Patton, 1991, New York,
NY: Penguin Books.
Managing Public Disputes: A Practical Guide to Handling
Conflict and Reaching Agreements.
Susan L. Carpenter and W.J.D. Kennedy, 1988, San Francisco,
CA: Jossey-Bass Publishers.
The Planner as Dispute Resolver: Concepts and Teaching
Materials.
A. Bruce Dotson, David Godschalk, and Jerome Kaufman,
1989, Washington, DC: National Institute for
Dispute Resolution

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Thanks for
your attention