The basic types of conflict are goal disagreement, which is characterized by incompatible outcomes, and cognitive differences, which refer to situations where contradictory ideas are proposed. In addition, task clashes are encountered in instances where duties collide, while affective conflicts are experienced when emotional differences are prevalent. Conflicts occur at the intrapersonal level, where an individual contradicts another, and at the interpersonal level, where people disagree amongst themselves. Intragroup and intergroup disputes occur when discord arises within a group and between groups respectively. Another level of conflict is intraorganizational, which occurs when individuals within an organization have divergent views. I experienced intraorganizational conflict while working part-time in an advertising company. The employees engaged in a strike as they demanded better wages for services rendered.
The compromise model was applied to resolve the conflict between the workers and their employer because they agreed to work during public holidays, and the company resolved to raise their salaries by twenty percent. This technique balances the parties’ demands and facilitates bargaining in an attempt to reach an amicable resolution (Lang, 2017). Each of the participants sacrifices something as they seek a middle ground. In the discussions held between the labor union and management, arbitrators ensured that the company gave its employees a portion of the requested pay rise, while the employees agreed to increase their working hours on public holidays.
There are three main types of negotiation models applied in various conflict situations. The first is distributive bargaining, where negotiators reach agreements by making a series of concessions (Gan, 2017). This model’s primary goal is to maximize unilateral gains during discussions, and success is seen when one party’s gains translate into equal losses for the other. The second is the integrative bargaining model, which focuses on increasing the available payoffs by jointly solving the identified problems (Gan, 2017). Victory is indicated by the creation of durable solutions to prevalent problems. Finally, the interactive problem-solving model involves a third party that focuses on analytical dialogue to find solutions. Its main objective is the identification of the unmet needs between warring parties, and success is seen when psychological aspects of the dispute are addressed. It was applied in the aforementioned conflict when the mediators pointed out that it was vital for the organization to meet industry standards on salary payments, which would allow its personnel to lead a decent life.
References
Gan, I. (2017). Advancing a distributive-bargaining and integrative-negotiation integral system: A values-based negotiation model (VBM). Social Sciences, 6(115), 1–15. Web.
Lang, A. R. (2017). Teach me how to manage conflict. Campus Activities Programming 49(8), 10-11. Web.