Conflict management

CM

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CONFLICT MANAGEMENT
(Dr O. Kehinde Ohanmu, Erhunmwunse Ohanmu)


INTRODUCTION
Conflict is a perpetual giving of life; it is a disagreement between two
parties in which one party feels cheated either through their needs, interests
or concerns. Many people view conflict from a negative perspective or
situation, but this can be prevented. Many people also view it as occurrence
which necessitates management, while many authors view it as a
disagreement and argument about something important. However, conflict
occurs every day, as it cannot be avoided since human interaction must
continually take place.
Conflict is a positive sign of highly dedicated organizational
members. It is normal because of the nature of organization. Modern
managers are challenged not to avoid or suppress conflict, but to
constructively resolve it. Conflict can also increase group conflicts, when
managed. It is in view of this fact that organizations make deliberate efforts

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to ensure that conflicts are managed and resolved in the work environment,
for the sustenance of peace and stimulation of sustainable development. This
paper is organized using the following sub headings:
 Concept of Conflicts
 Types and Causes of Conflicts
 Conflict Management
 Stages and Methods of Handling Conflicts
 Implication for Educational Management
What is Conflict?
Conflict is part of human existence. It is an inevitable aspect of
humanity which usually occurs when people differ in their feelings, thoughts
and actions. Conflict is normal, and people are not likely to be in consensus
all the time. When there is a disagreement, there is likely to be dispute in an
organization. But a dispute well managed is likely to promote unity,
teamwork. Conflict theory is a very important role to an administrator, and it
is also important to various other fields including education, sociology and
even communication among others. Conflict can be seen as a struggle

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caused as a result of differences in values, scarce resources, and even power,
such that the goal is to either neutralize or eliminate the competition or rival
completely.
Overtime, there have been various perceptions regarding
organizational conflicts. The first, which is a traditional view, The second,
which is the human relations view, argues that it is natural in an
organization. The third and most recent is the interactive perspective.
TYPES OF CONFLICT
These are various types of conflicts which are also resolved in
different ways. They are categorized by Robbins and Decenzo (1995) as;
1. INTRAPERSONAL CON FLICT
Intrapersonal conflict occurs within the individual as a result of,
role conflict and job stress role conflict, means the different role
played by persons in a given community or organization. For
example, the role of a parent and that of an employee may come into
conflict when the employee’s child becomes sick, and the career
parent is stressed at work. This leads to intrapersonal conflict. As the

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worker may not be able to put in his/her best into the ever- mounting
pressure of work on the table.
The effect of intrapersonal conflict may result in self-
destruction, alcohol and drug abuse. It also has effect on the job
performance, turn over and absenteeism. However, these can be
solved by sending staff to seminars, workshops, counseling centres
that are set up in the office.

2. INTER PERSONAL CONFLICT
Interpersonal conflict occurs between two or more persons in an
organization. This may result from:
Different in Values: Especially when, one person places a great
emphasis on task accomplishment to the exclusion of all else, while
another stresses the need to maintain good employee relations even if
performance of the immediate task is slightly affected.
Different in Problem – Solving Styles: An employee may prefer to work
independently of the other, while the other employee prefers group
work.

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Different in Managerial Philosophies: One manager or supervisor may
favour decentralization in decision making while another favours
centralization. Interpersonal conflict also occurs due to competition
between two or more employees, for power, promotion or rewards.
3. PERSON- GROUP CONFLICT
Here, an individual may decide to challenge the norms or rules
of behavior that controls group membership. When instances of waste,
fraud or corruption are brought against this person and the reported is
investigated, and the affected employees then feels threatened.
4. INTER- GROUP CONFLICT
Inter-group conflict occur between people who are working
together in a department. It is caused by issues pertaining authority,
jurisdiction, control of work flow, and access to scare resources.
Jimoh- Kadiri(2012) classifies inter-group conflict sources into:
Bargaining Conflict: this takes place when groups struggle for power,
influence and even scarce resources within the organization. Bargaining

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conflict results when there are budget deficits and the government attempts
to reduce it by cutting down expenditures.
System Conflict: The system conflict occurs when different departments in
an organization are working towards different objectives which are
completely different from the overall organizational goals. The system
conflict can be resolved through the use of task forces and rotating members
of departments among work units.

CAUSES OF CONFLICT
In an organization conflicts occur between manager and subordinates, labour
and management; work groups, and between the organization and its
external environment. Here are some causes of organizational conflict put
together by Jimoh Kadiri (2012).
a. Personality Differences.
Sometimes, individual whose attitudes and behaviors cannot agree are
sometimes assigned to work together. If they ignore each others’ needs,
conflicts may result. Also, the difference in individual’s perception can also

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cause disagreement when management staffs are not tactful in introducing
changes and processes, there could friction.
b. Communication Barrier.
Conflict arises as a result of barriers in the communication process.
Ohanmu (2002) sees communication as the transfer of meaning, that is, from
the source to the receiver. That is the transfer of meaning from one person to
another. Ambiguity in communication creates serious problems and
misunderstanding that can cause conflict. The manager can in an
organization cause conflict by changing the organization’s culture, by
bringing in workers from other companies, restructuring the organization, or
by appointing a solicitor.
c. Conflicting Interest
Conflicting interest may be as a result of differences in goals among
organizational members. Immature behavior on the part of many
management staff and employees can also cause conflicts.
d. Scarce Resources

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Organizational resources are not always sufficient. People, money,
materials, time to meet all of the needs may be in short supply thus,
generating conflicts. Furthermore, when an individual seeks some mutually
desirable resources by others, that are in short supply, the emerging or
resultant competition may generate conflicts.


e. The Administrative Styles:
The administrative style adopted by an administrator tends to be a
source of conflict if it is autocratic. When appointments and promotion are
carried out by management without due consultation and cooperation of the
unit heads, conflict would result.

CONFLICT MANAGEMENT IN ORGANIZATIONS
Conflict management according to Ogonor (2004) is a strategy
employed to reduce the frequency of destructive encounters by strengthening

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the inhibitors to conflict actions and avoid triggering off events according to
Ogonor (2004) conflict management is aimed at limiting and avoiding
violence between two parties. It therefore covers every action taken before
during or after conflict aimed at mitigating its effects and to ensure that both
parties live in peace harmony and conduct themselves in an orderly manner.
Igbinoba (2011) sees conflict management as a term which refers to an
unresolved dispute. It is a method used by people in handling disputes.
According to Aghedo (1999), conflict management is an umbrella
term. When disaggregated, three meanings are discernable that is, a term, an
approach, and a discipline. As a term, conflict management refers to a
process whereby dispute is reduced and therefore brings about a positive
change in behaviour. As an approach, it is a systematic method of dealing
with the causes, symptoms, dynamics, transformation, containment,
settlement, and resolution.
Houseman (2007) perceives conflict management as a difference
between relevant ideas and irrelevant ideas. Therefore, managers must
mediate to ensure that conflict is resolved and prevent misunderstandings

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from becoming protracted and destructive disputes. Mediation is necessary
as it is aimed at helping people to settle their misunderstandings, helps
individuals who have misunderstanding towards conflict management
resolve their differences.
STAGES OF CONFLICT MANAGEMENT
Conflict management according to Aghedo (2011), can take place in
three stages namely; pre – conflicts, conflicts; and post – conflicts.
Pre – conflict stage: At this stage, effort are made by third party
(peacemaker) to resolve the dispute before the situation degenerate into
physical combat. This he says is a pro – active conflict management stage
because conflict is anticipated and efforts are made to redress causal
grievances to avoid escalation. Pre – conflict management stage is also
significant and desirable because the cost associated with violent conflict
can be avoided.
Conflict stage: At this stage, efforts are made by third party to bring about
peace and end hostility between actors engaged in on – going conflicts. The

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management of conflict at this stage is an indication that efforts were either
not made to settle the dispute at the pre – conflict stage or such efforts were
unsuccessful.
Post – conflict stage: According to Aghedo (2011), efforts at this stage is
made by third party to ensure sustainable peace after initial conflict has
ended in order to avoid a re – occurrence of conflict in the future. This
normally takes the form of post – conflict economic reconstruction and
peace – building. To ensure lasting peace, the grievances that triggered
initial conflict is thoroughly interrogated, victims of such conflict
compensated and perpetrators brought to book.

METHODS OF HANDLING CONFLICTS .
Conflicts management is often divided into different stages which are
conflict management styles and strategies. Pace (2003) highlights that
people view conflict in a traditional way, as it is convenient for them. Blake,

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Robert, Jane and Mouton (2007), highlights five conflict management styles,
which are;
The competitor, this is highlighted by an individual whom vaguely
realizes his aims or goals at the expense of others. The competitor views
losing as a sign of weakness while winning, he views as strength. The
collaborator also known as the problem solver proposes that this style
deemphasizes the significance of losing and winning. The collaborators goal
is to seek a mutually acceptable or approved solution to group members’
problems. The third being the compromiser; this person works to aid groups
at the expense of the individual, as he views everyone as a loser in the
conflict. The fourth being the accommodator or the friendly helper,
instigates that anyone who possesses this method is non assistive. He
neglects his personal needs, wants and goals to maintain a friendly or
tranquil atmosphere within the group; he is obliging. The fifth style is known
as the avoider, it is also known as the impersonal complier, which sees
conflict as totally a non positive entity and therefore, the individual decides
to exclude himself from the conflict by disassociation.

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Strategies on Conflict Management: There are various strategies for
the management of conflicts. However, Thomas (2005) is of the opinion that
people tend to link strategies in conflict management to that of the conflict
management styles, while others focus on strategies as distinct or separate
from styles. It seems that there is an agreement among the researchers on
conflict management styles. There is a perceived agreement among the
researchers on conflict management styles, while there are divergent views
on conflict management strategies. Thomas (2005) focuses generally on
strategies used by administrators in education. Similarly, Arak (1991), as in
Thomas (2005) trained pupils in primary, secondary and tertiary institutions
from diverse ethnic and cultural background, to imbibe skills in conflict
resolution. The evaluation of the impact of the training on the participants
revealed that about 95 – 98% of conflict mediated by the students resulted in
lasting and stable agreements.
According to Thomas (2005), there are eight strategies as regarding
management and they are – Citizen Advisories, Confrontation Sessions,
Sensitivity Training, Process Involvement, Education Pluralism,

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Volunteerism, Cooperative Studies and Failure. He did not however,
elaborates on these management strategies in details or extensively. Thomas
(2005) rather referred to Bailey (1971), submission which states that a
successful conflict manager is of course aware of or alert and even sensitive
to the needs of the young, is realistic and assertive about his own strengths
and weakness, substitute collective judgement for personal wisdom in order
to promote collective wisdom, as a strategy to fall back on when conflict
gets out of hand, and recognizes the necessity of “staying the course” at
times. These lists of strategies are suggested mainly for educational
administrators.
Conard (1985), as in Thomas (2005) classifies communication
strategy in conflicts generally into three categories. They include Structuring
Strategies, Confrontive Strategies, and Avoidance Strategies. Structuring
strategies, for one, reduces any ambiguity inherent in the conflict so that a
productive solution is achieved. Specific strategies include defining the
issue, establishment of evaluation criteria, and manipulating relationships.
For example, bribery, altercating, predicting self- feelings, altruism and

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appeal to guilt. Confrontive strategies are frequently used as a “last resort”.
Specific strategies may include coercion. For example, an overt display of
power and threat promises personalization and toughness.
Finally, avoidance strategies allow participants to avoid the conflict
overtly or subtly. The result of avoidance strategies can be constructive,
although avoidance is usually looked upon as destructive. Specific strategies
include; delays, procrastination, regression, revenge, and the refusal to admit
that a conflict actually exists.
IMPLICATIONS FOR EDUCATIONAL MANAGEMENT
1. Educational mangers should adapt child centered approach, by
being sensitive to the needs of the child.
2. As in conflict management, educational mangers should adopt
Aghedo (2011) three stages approach in educational management
which is; a pre-conflict stage; which has been explained above,
conflict stages; being the second stage and post conflict stages.

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3. For effectiveness and efficiency to thrive in any educational
institution, educational managers need to adopt policies and
management styles that have helped in managing conflicts.
4. Educational managers should also recognize that educational
institutions are organization where conflicts are bound to occur.
5. Lastly, managers of education should therefore put policies and
modalities in place to that of conflict management so as to resolve
issues in the management of educational institutions.

SUMMARY
This chapter defined and explained the concept and meanings of
conflict, conflict management, and other terms associated with these core
concepts. It also highlighted the causes, stages, and the various approaches
in conflict management and implication for educational management.
CONCLUSION

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According to Thomas W. Kenneth (2005), conflict is inevitable,
while according to Jimoh- Kadiri (2012) and Karren L. (1987) conflict can
be obstacles or hindrance to the functioning of organization and society.
While Igbinoba, G.O, Robbins and Decenzo (2006), believes that conflict is
necessary in an organization to challenge those in authority to awake and
live up to expectation. Therefore, styles and strategies should be adopted to
effectively manage conflicts and to ensure that harmonious relationships
exist and solution to problems are provided.


REVIEW/TUTORIAL QUESTIONS
1. What is conflict?
2. Compare and contrast the various views of conflict.
3. What view of conflict, do managers adopt, and how appropriate
are such views?
4. Explain the four basic methods of handling conflicts in modern
organizations?
5. What is conflict management?

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6. How can conflict management styles and strategies be used
effectively in resolving problems in an organization?



SAMPLES OF RESEARCH TOPICS
1. Management- Labour conflicts and Productivity in Public
sector: A Case of University Teaching Hospitals.
2. Conflict Resolution and Workers’ Commitment in Private
Sector in Nigeria: A Case of Private Establishment Workers in
Nigeria.
3. Conflict Management and Conflict Resolution amongst Union
Leaders and Management: A Case Study of the Colleges of Education
in Edo State.
4. Handling of Conflict Resolution: The Analytical Problem-
Solving Approach in Oghara, Delta State.

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