Conflict resolution


Conflict resolution is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution. Committed group members attempt to resolve group conflicts by actively communicating information about their conflicting motives or ideologies to the rest of group and by engaging in collective negotiation. Dimensions of resolution typically parallel the dimensions of conflict in the way the conflict is processed. Cognitive resolution is the way disputants understand and view the conflict, with beliefs, perspectives, understandings and attitudes. Emotional resolution is in the way disputants feel about a conflict, the emotional energy. Behavioral resolution is reflective of how the disputants act, their behavior. Ultimately a wide range of methods and procedures for addressing conflict exist, including negotiation, mediation, mediation-arbitration, diplomacy, and creative peacebuilding.

Definition & Characteristics

Communication can be understood in a pragmatic or transactional way. There is a distinction between paraconflict, which is symbolic, and conflict, which is actions you can observe. Symbolic conflict is categorized as constructive or destructive, depending on the individual's emotional response to it. In contrast, action conflict is determined to be constructive or destructive based on how it functions within the system. Ruben viewed communication as continual and inevitable. Conflict refers to "the discrepancies between the demands and/or capabilities of the system and the demands and/or capacities of the environment." Conflict is a necessary process for a system to function, as adaptation in communication flows constantly; there is a strong correlation between adaptability and conflict.

Models

Modes

Ruble and Thomas transposed the managerial grid model in terms of conflict resolution. They adapted the classification scheme to dimensions identified in conflict research that represent a range of behaviors beyond the dichotomy between cooperation and competition. The X-axis evaluates cooperativity, the extent by which mutual goals are achieved. The Y-axis evaluates assertiveness, how parties insist on carrying their own objectives.
Thomas and Kilmann extended that grid with a rating system for five modes of behavior. When parties are assertive but their objectives lack compatibility, they become competitive; when parties are assertive toward compatible objectives, they can be collaborating; when no party prioritizes objectives that are mutually exclusive, they can display avoidance; parties can be accommodating when assertiveness is low but cooperativity is high; when there is no real bias toward assertiveness and cooperativity, compromising can obtain.
However, not every style leads to an acceptable result in every situation. For example, a collaboration does not work if the goals of the two conflict parties are immutable and mutually exclusive. The different styles have different advantages and disadvantages. Depending on the situation, different conflict styles can be considered desirable to achieve the best results.

Dual concern

The dual concern model of conflict resolution is a conceptual perspective that assumes individuals' preferred method of dealing with conflict is based on two underlying themes or dimensions: concern for self and concern for others. According to the model, group members balance their concern for satisfying personal needs and interests with their concern for satisfying the needs and interests of others in different ways. The intersection of these two dimensions ultimately leads individuals towards exhibiting different styles of conflict resolution. The dual model identifies five group conflict resolution styles or strategies that individuals may use depending on their dispositions toward pro-self or pro-social goals.
Avoidance
Accommodating
Competitive
Conciliation
'''Cooperation'''

Regret analysis

The conflict resolution curve derived from an analytical model that offers a peaceful solution by motivating conflicting entities. Forced resolution of conflict might invoke another conflict in the future.
Conflict resolution curve separates conflict styles into two separate domains: domain of competing entities and domain of accommodating entities. There is a sort of agreement between targets and aggressors on this curve. Their judgements of badness compared to goodness of each other are analogous on CRC. So, arrival of conflicting entities to some negotiable points on CRC is important before peace building. CRC does not exist in reality if the aggression of the aggressor is certain. Under such circumstances it might lead to apocalypse with mutual destruction.
The curve explains why nonviolent struggles ultimately toppled repressive regimes and sometimes forced leaders to change the nature of governance. Also, this methodology has been applied to capture conflict styles on the Korean Peninsula and dynamics of negotiation processes.

Four-sides

In the third step, the actual conflict of interest is identified and mutual understanding for the interest of the other party is developed. This requires understanding and respecting the underlying values and motivations. According to the four-sides model by Friedemann Schulz von Thun, there are two levels of information in every statement: the content level and the emotional or relationship level. Both levels contain interests, the differences of which to the other conflict party should be balanced as much as possible. Then a win-win solution for the conflict can be developed together.

Circle of Conflict

Christopher W. Moore's "Circle of conflict" model, first published in 1986, emphasizes five sources of conflict:
  • data: information, interpretation, incompleteness;
  • relationship: personal dynamics, miscommunication, misbehaviors;
  • value: incompatible beliefs, principles, or priorities;
  • structure: organization failures, power imbalances, resource constraints;
  • interests: needs, desires, incentives, procedures.
Conflicts may have multiple sources. Identifying the source of the conflict ought to facilitate its resolution.

Nonviolent communication (NVC)

Theories

Relational dialectics

The main concepts of relational dialectics are:
  • Contradictions – The concept is that the contrary has the characteristics of its opposite. People can seek to be in a relationship but still need their space.
  • Totality – The totality comes when the opposites unite. Thus, the relationship is balanced with contradictions and only then it reaches totality
  • Process – Comprehended through various social processes. These processes simultaneously continue within a relationship in a recurring manner.
  • Praxis – The relationship progresses with experience and both people interact and communicate effectively to meet their needs. Praxis is a concept of practicability in making decisions in a relationship despite opposing wants and needs

    Strategy of conflict

applied game theory to situations where the outcome is not zero-sum.
  • Conflict is a contest. Rational behavior, in this contest, is a matter of judgment and perception.
  • Strategy makes predictions using "rational behavior – behavior motivated by a serious calculation of advantages, a calculation that in turn is based on an explicit and internally consistent value system".
  • Cooperation is always temporary, interests will change.

    Ripeness

Mechanisms

One theory discussed within the field of peace and conflict studies is conflict resolution mechanisms: independent procedures in which the conflicting parties can have confidence. They can be formal or informal arrangements with the intention of resolving the conflict. In Understanding Conflict Resolution Wallensteen draws from the works of Lewis A. Coser, Johan Galtung and Thomas Schelling, and presents seven distinct theoretical mechanisms for conflict resolutions:
  1. A shift in priorities for one of the conflicting parties. While it is rare that a party completely changes its basic positions, it can display a shift in to what it gives highest priority. In such an instance new possibilities for conflict resolutions may arise.
  2. The contested resource is divided. In essence, this means both conflicting parties display some extent of shift in priorities which then opens up for some form of "meeting the other side halfway" agreement.
  3. Horse-trading between the conflicting parties. This means that one side gets all of its demands met on one issue, while the other side gets all of its demands met on another issue.
  4. The parties decide to share control, and rule together over the contested resource. It could be permanent, or a temporary arrangement for a transition period that, when over, has led to a transcendence of the conflict.
  5. The parties agree to leave control to someone else. In this mechanism the primary parties agree, or accept, that a third party takes control over the contested resource.
  6. The parties resort to conflict resolution mechanisms, notably arbitration or other legal procedures. This means finding a procedure for resolving the conflict through some of the previously mentioned five ways, but with the added quality that it is done through a process outside of the parties' immediate control.
  7. Some issues can be left for later. The argument for this is that political conditions and popular attitudes can change, and some issues can gain from being delayed, as their significance may pale with time.
Nicholson notes that a conflict is resolved when the inconsistency between wishes and actions of parties is resolved. Negotiation is an important part of conflict resolution, and any design of a process which tries to incorporate positive conflict from the start needs to be cautious not to let it degenerate into the negative types of conflict. Actual conflict resolutions range from discussions between the parties involved, such as in mediations or collective bargaining, to violent confrontations such as in interstate wars or civil wars. "Between" these are the variants of lawful or courtly clarification, which by no means have to take the form of "mud fights", but can be handled as "professional delegation" of the problem to lawyers, in order to relieve oneself from the time-consuming and strenuous clarification procedure. Many conflicts can be resolved without escalation by the parties involved. If the conflict parties do not come to a solution themselves, accompanying measures can be taken by third parties.
The goal of conflict resolution is an effective and lasting solution to the conflict. This is achieved through the satisfaction of all parties involved, which ideally results in constructively working together on the problem. In addition, a regulation of the conflict can occur through a decision by an authority, e.g., by an arbitrator, a court, a parent, or a supervisor. Unprocessed conflicts generate frustration and aggression, which can result in cost, damage, and scapegoats.