Steps of Resolving a Conflict
Conflict management is not yet its resolution since the main structural components of the conflict remain. However, all regulatory actions are either prerequisites for conflict resolution or the actual moments of this process. Conflict resolution is in its final stage. In all the various forms, various types of conflict termination are realized: such as mutual reconciliation or destruction of opposing agents. When these possibilities are realized, the end of the conflict is accompanied by an aggravation of the struggle. With the implementation of other forms, there is a gradual attenuation of the conflict. Other forms include the transformation of both conflicting parties to coordinate their interests and positions on a new basis.
The first five stages of conflict resolution are devoted to the diagnosis of conflict and are preparatory. The first step is to describe the visible manifestations of the conflict, such as skirmishes, clashes, crises, etc. The second step is to determine the level of development of the conflict. At the third stage, it is necessary to identify the causes of the conflict and its nature (objective or subjective). At the fourth stage, the intensity of the conflict is measured, and at the fifth stage, the scope of prevalence is determined. Each of the marked stages presupposes an objective understanding, assessment, and consideration of the main variables of the conflict. They include the content of the confrontation, the state of its participants, the goals and tactics of their actions, and possible consequences. Conflict is diagnosed as a state and a process in structural and functional terms, in situational and positional aspects.
The sixth step involves developing a resolution strategy and technology. The development of conflict resolution strategies is carried out, taking into account possible resolution models and conflict management principles. Based on the first, depending on the specific situation, the type of conflict, the level of its development and the degree of intensity, various strategies are envisaged. The historical practice formed various conflict resolution models (Winardi et al., 2021). Some forms of conflict outcomes have been known for centuries, among them the subordination of one of the warring parties to the will of the majority. It is also possible to conclude a contract based on the voluntary consent of the parties or coercion of one party to the other, or a violent form of dispute resolution.
The seventh stage consists directly of the implementation of a set of methods and tools. Specific types of struggle as a means of conflict resolution are chosen and applied, taking into account the specifics of the conflicts being resolved and the environment in which these actions are carried out. Negotiations are the main positive method of conflict resolution. It is a joint discussion by the conflicting parties with the possible involvement of a mediator of disputed issues in order to reach an agreement. They act as a continuation of the conflict and, at the same time serve as a means of overcoming it.
Conflict Management Styles
Cooperation
This style is a combination of assertiveness and cooperation. Those who cooperate try to work with others to find a solution that fully satisfies everyone’s interests. In this style, the opposite of avoidance can be observed, both sides can get what they want, and negative feelings are minimized (Weber, 2020). Cooperation works best when long-term relationships and results are important. For example, this style should be used when planning to merge two departments into one and when one wants to take advantage of a newly created department.
Competing
Using this style works when the relationship is not important but the result is significant. Those who compete are persistent, refuse to cooperate, and are ready to solve their own problems at the expense of another person. For example, this style can be used when competing with another company for a new client.
Avoidance
Those who avoid conflict usually do not show assertiveness and refuse to cooperate, diplomatically avoiding the problem or simply avoiding a threatening situation. Avoidance should be used when it is safer to postpone consideration of the situation or one is not so much worried about the result. For example, this style should be used if one has a conflict with a colleague about the ethics of using FaceTime at work.
Adaptation
Unlike rivalry, there is an element of self-sacrifice when one has to adapt in order to satisfy another person. One can adapt when one does not care about the outcome but want to maintain or build a relationship. For example, this style can be used when going to lunch with the boss and agreeing to choose a Thai restaurant.
Compromise
This style is aimed at finding an expedient, mutually acceptable solution that partially satisfies both sides in the conflict while maintaining some perseverance and willingness to cooperate. This style is best used when the result is not decisive (Caputo et al., 2018). For example, it can be used when one wants to make a decision and move on to more important things.
Each style has its advantages: there is no right or wrong style of conflict management. Understanding how one instinctively reacts to conflicts and raising awareness of other conflict management styles will help in specific situations and lead to effective problem resolution.
References
Caputo, A., Ayoko, O. B., & Amoo, N. A. (2018). The moderating role of cultural intelligence in the relationship between cultural orientations and conflict management styles. Journal of Business Research, 89(2), 10-20.
Weber, E. D. (2020). Resolving conflict in real-time: Operationalizing culture transformation in deployments. Military Medicine, 185(10), 41-45.
Winardi, M. A., Prentice, C., & Weaven, S. (2021). Systematic literature review on emotional intelligence and conflict management. Journal of Global Scholars of Marketing Science, 23(2), 84-136.