UNDERSTANDING

CONFLICT
 WHAT IS
CONFLICT ?
Conflict is the dynamics when two or more people,
organizations, or nations perceive one another as
a threat to their needs or interests.

Conflict is a perceived incompatibility of actions

or goals between people or nations and happens
when there is an imbalance between concern for
oneself and those of others (Conflict Resolution
Group Foundation, Inc. 2014)
 Individuals and organizations without conflict are
either in denial, have no genuine concern for others, or
simply apathetic. At the heart of every conflict is the
lack of recognition of a person's basic human values
such as respect or justice. People in conflict perceive
that one's gain is the other party's loss.

A positive way of looking at conflict is to see it as

signifying involvement, commitment and caring. When
conflict is understood and recognized, it can end the
imbalance, stimulate growth and development, and
improve relationships (Myers 2013).
THE NATURE
OF CONFLICT
 Conflict inflicts so much pain and negative
emotions on those involved. Reasoning is
often clouded and miscommunication occurs
especially at the height of an emotional
argument when words are exchanged to inflict
harm on the other.

Oftentimes, conflict follows a cycle of

retaliation. Conflict is started by what is
known as a "triggering event," which happens
when an act of one party is perceived as a
threat by the other party. The triggering event
produces a threatening feeling on the other
party and this is often followed by a strong
negative emotion like anger or contempt.
 Conflict can happen anywhere whenever
there are people. Conflict may also involve
just yourself, such as not being able to
decide whether to study or not for a test
just so you can be with your friends, or
getting into conflict with the law.
CONFLICT
STAGES
 According to the United Nations Economic and Social
Commission for Asia and the Pacific (ESCAP) publication on
Conflict Negotiation Skills for Youth (2003), there are four
stages of conflict that do not necessarily happen exclusively at
any single time, but may happen simultaneously:

1 Intrapersonal - with oneself, like

when one is indecesive about things

2
Interpersonal - among two or more individuals, like having a
misunderstanding between friends, family members, or lovers

3 Intragroup - within the same interest

group, like a student organization
Intergroup - between two or more
4
groups, like fraternities
RESPONSES TO
CONFLICT
 FACED WITH A CONFLICT SITUATION, HUMAN BEINGS OFTEN
CHOOSE BETWEEN TWO TYPES OF RESPONSES, FLIGHT OR
FIGHT. FOR A FLIGHT RESPONSE, THERE ARE SEVERAL TYPES
OF BEHAVIOR INVOLVED: AVOIDANCE, IGNORING, OR DENIAL.

means to evade or dodge the cause of the strong emotion or uneasiness

AVOIDANCE one feels for another person who is in conflict with you.

IGNORING is when you are in the same place as the other person you are in
conflict with, and you disregard and snub his presence
means when someone asks you if you are quarrelling or in
DENYING disagreement with the person you are in conflict with and you disagree
or refute the comment or observation.
 In the book, Mediation for Managers: Resolving Conflict and
Rebuilding Relationships at Work by John Crawley and
Katherine Graham (2002; 2007), the authors identified four
strategies that people can use when in conflict in the
workplace:

1 Fight - force the other party to accept a stand that is

against that party's interest
Submit - yield to the demands of the other party and agree to
2
end the conflict.

3
Flee - leave the situation where the conflict is occurring
or change the topic.
Freeze - do nothing and just wait for the other party's next move
4 or allow the pressure to build up In addition to the flight or fight
responses, we can see that quiet submission to the demands of
the other party or being inactive are also two possible responses.
WHAT CREATES
CONFLICT?
 Conflicts may arise due to the
following (Myers 2013) :
Competing for scarce or limited resources such as time, jobs,
food, natural resources, and even love and affection within
family or personal relationships
Disagreement over the interpretation of facts or information
Perceiving threats to one's own needs and interests
Perceiving unjust treatment caused by another person or
entity
Miscommunication between parties
Misjudging another person's or group's belief systems born
out of prejudice or bias
Exhibiting behaviors that are destructive to another person's
well-being or reputation
CAUSES OF
CONFLICT
 According to Christopher W. Moore in his book, The Mediation
Process: Practical Ways for Resolving Conflict (2003), there are five
causes of conflict: relationship, data, interest, structural, and values.

Conflict develops in a relationship between individuals

when there is an imbalance in recognizing and providing
for the needs or interests of the other party

Conflict can also arise in the lack or misinterpretation of

data, like someone quoting research figures that may be
questionable to others.

Interests are usually driven by needs, and when needs

are not met, conflict happens. Structural causes of
conflict usu- ally involve human organizations, social
structures, or processes and procedures.
COSTS OF
CONFLICT
 WHAT SUFFERS WHEN ONE IS IN CONFLICT
WITH ANOTHER PERSON OR GROUP? A
PESTERING CONFLICT SITUATION MAY PUT
ONE'S HEALTH AND WELL-BEING IN JEOPARDY.

Conflict may also decrease one's self-

confidence, doubt one's self- worth, and even
question one's values. When nations are in
conflict, the costs are oftentimes higher, such
as disrupted lives, destruction of life and
property, and human misery as people of
warring nations experience displacement,
hunger, disease, and eventual death.
 POSITIVE
EFFECTS OF
CONFLICT
Not every conflict has to end up with negative results. When a
conflict is viewed as a positive and necessary factor in the
development of individuals or groups, this can lead to more
growth and deepening of relationships.

Personal, as well as work relationships, that are in conflict can resolve

these through genuine communication and healthy dialogue, trust,
respect, and caring

Relationships often grow deeper and more satisfying because it :

allows for issues to surface;
raises the awareness of both person's needs;
allows emotions to be expressed;
understand and accept the uniqueness, and differences of other people;
strengthens the resolve of the parties to pursue com- mon goals; and
encourages dialogue and empowerment. (Crawley and Graham 2002)
 CONFLICT
MANAGEMENT
STYLES
 Dr. Ken Thomas and Dr. Ralph Kilmann, professors of
management from the University of Pittsburgh, developed
what is now popularly known as the Thomas-Kilmann
Conflict Mode Instrument to help people understand how
they deal with conflict by measuring a person's behavior in
conflict situations. According to Thomas and Kilmann,
there are two dimensions to this conflict resolving
behavior: assertiveness or the extent to which a person
will try to satisfy his or her own needs or interests, and
cooperativeness or the extent to which a person will
attempt to satisfy the other person's needs or interests
 BASED ON THESE TWO DIMENSIONS, THERE
ARE FIVE MODES IN DEALING WITH CONFLICT.
THESE ARE:

1. Competing - is assertive and uncooperative.

An individual's interests are above all else,
power and authority are often used to win
against others.
2. Accommodating - is unassertive and
cooperative. An individual is willing to neglect his
or her interests or needs for the sake of the
other person, yielding one's position and allowing
the other to pursue his or her position at the
other's expense.
 3. Compromising - is moderately assertive and
moderately Cooperative. An individual is neither here
nor there, prefers to split whatever is at stake in half to
partly satisfy both parties just to get over the problem.

4. Avoiding - is unassertive and uncooperative. The

individual prefers to stay out of the situation either by
postponing a decision, taking a wait and see position,
or completely withdrawing until conditions are better.

5. Collaborating- is assertive and cooperative. The

individual seeks a mutually satisfying solution by
understanding the needs and interests of the other
person, and expanding the resources rather than
competing over them. Seeks a win- win solution.
NEGOTIATING
THROUGH A
PERSONAL
CONFLICT
SITUATION
1. Understand the nature of the 2. Acknowledge your
conflict. Is the conflict caused by feelings and emotions. Be
somebody else's behavior? Were your aware of the stirrings of
expectations met? Did the person emotions within you. Express
promise you some- thing but did not this in a constructive way like
fulfill it? Did someone fail to uphold verbalizing the emotion with
something very important and of value the other person.
to you?
3. Examine your 4. Clarify your intentions. Do
relationship with this you want to continue your
person. How important is relationship with this person or
your relationship with the not? If yes, then proceed to
person? undertake a dialogue. If not,
decide if you want to keep the
relationship or not.
5. If you wish to keep the 6. Once the dialogue is
relationship, have a talk with accomplished to your and
the person involved stating the other person's mutual
that you value your reltionship satisfaction, then grant a
and would like to express your reconciliatory act like
feelings about what was done or shaking hands or embracing
not done to you, then ask for an each other. Grant or request
explanation as to the other for forgiveness or apology if
person's actions. necessary, then promise to
move on.
THANK YOU
GRADE 12 - ABM A

MEMBERS :
ABLON, ALYZA MAE
BABAS, MARIEL
ENERIO, PRINCE DANIEL
MALIAO, JOHN HARRY