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Overview of Conflict
(Source: Conservation Technology Information Center, Lafayette, IN)
What is conflict?
Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available.
The ingredients of conflict:
Needs - Needs are things that are essential to our well-being. Conflicts arise when we ignore others' needs, our own needs or the group's needs. Be careful not to confuse needs with desires (things we would like, but are not essential).
Perceptions - People interpret reality differently. They perceive differences in the severity, causes and consequences of problems. Misperceptions or differing perceptions may come from: self-perceptions, others' perceptions, differing perceptions of situations and perceptions of threat.
Power - How people define and use power is an important influence on the number and types of conflicts that occur. This also influences how conflict is managed. Conflicts can arise when people try to make others change their actions or to gain an unfair advantage.
Values - Values are beliefs or principles we consider to be very important. Serious conflicts arise when people hold incompatible values or when values are not clear. Conflicts also arise when one party refuses to accept the fact that the other party holds something as a value rather than a preference.
Feelings and emotions - Many people let their feelings and emotions become a major influence over how they deal with conflict. Conflicts can also occur because people ignore their own or others' feelings and emotions. Other conflicts occur when feelings and emotions differ over a particular issue.
Conflict is not always negative. In fact, it can be healthy when effectively managed. Healthy conflict can lead to:
- Growth and innovation
- New ways of thinking
- Additional management options
If the conflict is understood, it can be effectively managed by reaching a consensus that meets both the individual's and society's needs. This results in mutual benefits and strengthens the relationship. The goal is for all to "win" by having at least some of their needs met.
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Managing Conflict
(Source: Conservation Technology Information Center, Lafayette, IN)
There are five steps to managing conflict. These steps are:
- Analyze the conflict
- Determine management strategy
- Pre-negotiation
- Negotiation
- Post-negotiation
Step 1: Analyze the conflict
The first step in managing conflict is to analyze the nature and type of conflict. To do this, you'll find it helpful to ask questions. Answers may come from your own experience, your partners or local media coverage. You may want to actually interview some of the groups involved.
Groups involved
- Who are the groups involved?
- Who do they represent?
- How are they organized?
- What is their power base?
- Are the groups capable of working together?
- What are the historical relationships among the groups?
Substance
- How did the conflict arise?
- How are the main and secondary issues described?
- Can negative issues be reframed positively?
- Are the issues negotiable?
- Have positions been taken and, if so, are there common interests?
- What information is available and what other information is needed?
- What values or interests are challenged?
Possible strategies (see Step 2 for information on specific Strategies)
- Would consensus serve all interests?
- Are there external constraints or other influences that must be accommodated?
- What are the past experiences (if any) of the groups working together?
- What is the timeline for a decision?
- How will the public and the media be involved and informed?
- Will an outside negotiator be needed?
Step 2: Determine management strategy
Once you have a general understanding of the conflict, the groups involved will need to analyze and select the most appropriate strategy. In some cases it may be necessary to have a neutral facilitator to help move the groups toward consensus.
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Organization - Meeting logistics must be established, including agreed upon times and places. People must be contacted and encouraged to attend. Minutes must be taken so that information can be distributed before and after meetings.
Joint fact-finding - The groups must agree on what information is relevant to the conflict. This should include what is known and not known about social and technical issues. Agreement is also needed on methods for generating answers to questions.
Step 4: Negotiation
The guidelines for negotiation include:
Interests - When negotiating be sure to openly discuss interests, rather than stated positions. Interests include the reasons, needs, concerns and motivations underlying positions. Satisfaction of interests should be the common goal.
Options - To resolve conflicts, concentrate on inventing options for satisfying interests. Do not judge ideas or favor any of the options suggested. Encourage creativity, not commitment.
Evaluation - Only after the partners have finished listing options, should the options be discussed. Determine together which ideas are best for satisfying various interests.
Written agreement - Document areas of agreement and disagreement to ensure common understanding. This helps ensure that agreements can be remembered and communicated clearly.
Commitment - Every partner must be confident that the others will carry out their parts of the agreement. Discuss and agree upon methods to ensure partners understand and honor their commitments.
When evaluating options…
- Use objective criteria for ranking ideas
- Make trade-offs among different issues
- Combine different options to form acceptable agreements
Step 5: Post-negotiation.
Once negotiation is complete, the group will need to implement the decisions made. Some key steps include:
Ratification - The partners must get support for the agreement from organizations that have a role to play in the agreement. These organizations should be partners and should have been involved in the previous steps. Each organization will need to follow its own procedures to review and adopt the agreement.
Implementation - You and your partners' jobs are not done when you've reached agreement. Communication and collaboration should continue as the agreement is carried out. The partnership will need to have a plan to monitor progress, document success, resolve problems, renegotiate terms and celebrate success.
