Topic 10

Conflict management
1. Introduction
2. Theoretical and conceptual aspects
– Definition of conflict
– Types of conflict
– Dynamics of the conflict
3. Conflict management
– Functional and dysfunctional aspects of the conflict
– Effective conflict management
• Individual conflict management
• Joint negociation
• Mediation
Introduction

• Traditionally, conflict has been considered to be intrinsically

negative. However, conflict can promote renewal in
organizations and social change.

• From the perspective of the conflict as inherently negative, the

resolution (reduction or elimination) of the conflict is sought.

• From a more recent perspective, the management of conflict

situations allows us to take advantage of their potential.
Introduction

• Some data…
– According to the report carried out by CPP Global (2008), employees
spend more than two hours a week managing conflicts
(approximately 40% of the time in the case of middle managers).
– Main causes of conflict are: Personality clash, stress, work overload,
leadership problems, lack of honesty, poor job management and lack
of role clarity.
– Main consequences of conflict are: Personal insults and attacks,
illness and absenteeism, conflict between departments, harassment,
turnover, burnout and failures in the project.

– Further information:
[Link]
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Theoretical and conceptual aspects
Definition of conflict

• In common language, conflict is understood as fight,

confrontation, or combat.

• From a psychosocial perspective, conflict is understood as

a process between two social entities (e.g., two people, two
groups, one person and a group), which begins when one of
the parties (one of the two entities) perceives that the other
party negatively affects (or will negatively affect) something
that concerns them.
Theoretical and conceptual aspects
• Psychosocial perspective:
– It is a process  The conflict can exist before the parties are even
aware of it, although we properly speak of conflict when one of the
parties perceives it.

– Conflict begins when a party perceives it.

• Taken to the extreme, what is not perceived does not exist.
• The conflict can be unilateral (if only one of the parties perceives the
situation as a conflict)  The party that perceives the conflict will behave
based on that perception.

– The other party negatively affects or is close to negatively affect.

• It is not necessary for one of the parties to verify any type of damage to be
affected. Anticipation can create a conflict situation.
• The damage can be psychological, physical, or social.
Theoretical and conceptual aspects
• Psychosocial perspective:
– Regarding something that concerns the party.
• Aspects of the self (identity), material properties, symbolic properties,
aspirations considered legitimate, due to interpretations of a situation, etc.

– Three requirements to classify a process as conflict:

• Some interdependence between the parties  The objectives,
aspirations, or interests of one party depend to some extent on the action
or omission of the other party.
• At least one of the parties must perceive opposition or incompatibility
with respect to their objectives, aspirations, or interests.
• Some form of interaction must take place between the parties (e.g.,
physical, verbal, direct or indirect, etc.).
Theoretical and conceptual aspects
Types of conflict

• Basic typologies of conflict:

– Interaction level of the parties.

– Central content of the conflict.
– How the parties perceive the conflict.
– Consequences of the conflict.
Theoretical and conceptual aspects
Types of conflict

Interaction level of Intraindividual  intrapersonal (within the person)

the parties (main Interindividual  between two or more people
level, although there
Intragroup  within a group
may be
Intergroup  between two or more groups
manifestations on
Intraorganizational  within an organization
several levels)
Inter-organizational  between two or more organizations

Central content of Objectives or interests  more recognizable content

the conflict Judgments, opinions, or interpretations  conflict centered on the
interpretation that the parties make of the situation
Values or norms  situational or ideological normative discrepancies
Identity aspects  related to mutual recognition (personal identity, group
identity)
Theoretical
How the parties and conceptual
Veridical aspects
conflict  the conflict exists objectively and is perceived
perceive the conflict accurately (there are no errors in perception; observers and parties agree
Types of conflict
on the interpretation of the basic aspects)
Displaced conflict  there is an error in the perception of the conflict
regarding the object (this conflict is a manifestation of another underlying
conflict)
Latent conflict  the conflict has no visible manifestations but it is
recognized by observers (since there are no manifestations, it cannot be
stated whether the parties perceive it or not)

Consequences of Constructive conflicts  They focus on the issue that has caused them.
the conflict The affective intensity is not too important. Tthese conflicts are resolved
through negotiations in a manner acceptable to both parties. They are win-
win conflicts.
Destructive conflicts  Satisfaction with the outcome of the conflict is
based primarily on the losses suffered by the other party rather than on the
own benefits obtained. They are characterized by intense negative affect.
They extend beyond the initial issue to other issues (conflict escalation).
They usually end with one or both parties unhappy. They are conflicts
raised in lose-win terms and damage the relationship between the parties.
Theoretical and conceptual aspects
Dynamics of the conflict

• Several phases can be distinguished in the conflict process:

Background situation
Pre-conflict phase
Trigger
Conflict phases
Post-conflict phase

Tema 10: Gestión del Conflicto.

Theoretical and conceptual aspects
Dynamics of the conflict

• Pre-conflict phase  Before the first manifestations of

conflict, even before the parties perceive the conflict.

– Generally, in a reconstructive way  From the confirmation of the

conflict backwards; data is interpreted from current knowledge.
– The social context of the parties in relation to the conflict must be
identified  Organization, position of the parties, norms and rules,
assessment of the context, prior relationship between the parties
(interdependence, power, previous conflicts)…
– And take into account structural aspects  Different access to
resources, social recognition of the parties involved and possible
existence of a latent conflict.
Theoretical and conceptual aspects
Dynamics of the conflict

• Trigger  Event that transforms the latent conflict into a manifest

conflict.
– This trigger initiates the dynamics of the conflict  It marks a time point
for the parties and is the referent from which the conflict is cognitively
elaborated.
– Origin  It can be attributed to the other party (greater likelihood of
competition) or external elements (greater likelihood of cooperation).
– Temporal pattern  Sudden (very visible) or progressive.
– The trigger is not the conflict  It may or may not be related to the
nuclear content of the conflict (“the straw that broke the camel´s back”).
– The degree of centrality for the parties will favor greater or lesser
involvement.
Theoretical and conceptual aspects
Dynamics of the conflict

• Phases of the conflict:

Stagnation

Intensification or De-intensification
escalation or de-escalation
Theoretical and conceptual aspects
• Escalation:
– Initially, the conflict may not be defined or one of the parties does not
perceive it as such or is not aware of it.
– Once the conflict is raised, it will tend to increase in intensity until the
parties consider that they are in an adequate position to try to resolve it.
– Intensification is due to incremental transitions (e.g., the number of
conflicting issues is enlarged or problems are personalized) and
underlying psychological processes (e.g., selective perception).
• Stagnation:
– The escalation leads to stagnation, for example, due to the loss of
credibility of the threats, exhaustion of resources, or because the costs
generated are unaffordable.
– Unblocking is difficult  The parties have already invested too much to
give up.
Theoretical and conceptual aspects
• De-escalation:
– To overcome stagnation, de-escalation tactics are necessary 
Increased communication, agreements on minor issues, or setting
superordinate goals (which are of common interest to both parties).
– There is a risk during de-escalation  If a vulnerability is disclosed, the
other party can use it to counter-attack.
– The process leads to some type of conflict resolution:
• either agreed between the parties or imposed by third parties (e.g., judge),
• to a breakdown of the relationship,
• or to the generation of a new conflict.
– If agreement is not achieved, unsatisfied objectives and interest will
affect new conflicts in the future.
– If agreement is achieved, the parties will have redefined their positions,
which also influences their future relationship.
Theoretical and conceptual aspects

• De-escalation:

FREE AGREEMENT IMPOSED AGREEMENT

CONFLICT FUTURE
RESOLUTION RELATIONSHIP

RELATIONSHIP
NEW CONFLICT
BREAKDOWN
Conflict management
Functional and dysfunctional aspects of the conflict

• Traditionally, conflict has been considered as an undesirable

situation:
Competition → Orientation to beat the other party
Biases and distortions → They block the exchange of reliable information
Emotionality → Appearance of intense negative emotions

Poor communication → Mistrust and strategic use of communication

Maximizing differences and Dichotomization between “us” (endogroup) and “them”

→
minimizing similarities (exogroup)

Escalation processes → Spiral fed by the two parties

Tema 10: Gestión del Conflicto.

Conflict management

• However, from a more recent perspective, conflict arises as

one out of several mechanism of social dynamics  people
and social groups show differences that make conflict inevitable,
which stimulates new forms of interaction.
• Therefore, rather than trying to eliminate conflict as the first
objective, conflict management focuses on trying to take
advantage of functional aspects and minimize negative
consequences.
Conflict management
Functional and dysfunctional aspects of the conflict

• Conflict can be positive in five areas:

1. Activity (in general): Conflict stimulates interest and curiosity;
analysis of the aspects involved/associated; and putting skills and
knowledge into practice.
2. Processes of change: Conflict reveals dissatisfaction about an
issue; it forces the parties to become aware of the problem and to
accept the need to solve it.
3. Resolution of the problem: Conflict increases the capacity for
innovation and creative thinking.
4. Relationship with the other party: The conflict is a reciprocal
relationship.
5. Group processes: Increased group cohesion, salience of the
elements of identity, and uniformity of criteria.
Conflict management
Effective conflict management

• First, it is useful to distinguish between:

– Cognitive conflicts (or the cognitive facet of conflicts)  Related to
task performance, resource allocation, procedures, or roles.
– Affective conflicts (or the emotional facet of conflicts)  Related to
socio-emotional aspects and imply norms, values, and identity
(individual or group).

• Although both facets can be usually found in conflicts, parties

tend to emphasize one of these facets and behave in
accordance with this emphasis.
Conflict management
Effective conflict management

• Cognitive conflicts increase group performance, force the

parties to explain the tasks and the procedures to be carried
out. They are related to better results: better quality of the
decision made and greater commitment in the decision 
Positive effect on the evolution of conflicts.
• Affective conflicts have a negative influence  Reduce
satisfaction, worsen the quality of the decision, and affect the
group identity.
Conflict management
Effective conflict management

• Conflict management can be carried out individually,

jointly, or by asking for a third party (mediation).

• The five major individual styles of conflict management are:

1. Collaboration or search for a solution that fully satisfies everyone’s
concerns.
2. Competition or attempt to impose and dominate the other.
3. Accommodation or submission to the interests of the other.
4. Compromise (intermediate strategy between the three previous
ones; mutual concessions).
5. Avoidance or inaction.
Conflict management
Effective conflict management
Personal interest (or toward the own group)

LOW HIGH

LOW Avoidance or Competition /

inaction domination

Interest toward the

Compromise
other party (person or
group)
Accommodation,
Collaboration /
HIGH servilism,
cooperation
submission
Conflict management

APPROPRIATE INAPPROPRIATE
The issue is complex The task or problem is simple
COLLABORATION

There is time availability An immediate decision is required

The participation of others is needed (for the There are no other parties related
CONFLICT MANAGEMENT

implementation, resolution of the problem, or to

gather the necessary resources)
Synthesis of ideas are needed to give good
solutions
STYLES

You consider that your own perspective may be The matter is important to the own party
wrong You believe to be right
The matter is more important to the other party The other party is wrong or unethical
SERVILISM

than to you
You/your party are in a weak position
It is important to maintain the relationship
You want to have something to exchange in the
future
Conflict management

APPROPRIATE INAPPROPRIATE
A quick decision is needed The issue is complex
COMPETITION

The matter is important to the own party The decision does not have to be made
An unfavorable decision by the other party is quickly
CONFLICT MANAGEMENT

expensive The matter is not important to the own party

An unpopular course of action must be Both parties are equally powerful
developed

The matter is trivial The parties are unwilling to delay the matter
STYLES
INACTION

A calm period is necessary to be solved

The matter requires prompt attention
The decision is the responsibility of the own
party
The matter is important to the own party
A temporary solution to a complex problem is The problem is complex enough to require a
COMPROMISE

needed problem-solving approach

The parties are equally powerful One party is more powerful than the other
The parties´ objectives are mutually exclusive
Consensus could not be reached
Collaborating or competiting styles have not led
to results
Conflict management
Negotiation  Joint conflict management

• Process whereby two or more parties discuss a joint action to

manage a conflict between them  The parties involved
decide to dialogue to reach an agreement instead of using
independent strategies (the five individual styles discussed above).

• The goal is to reach an agreement. However, even if this goal

is not achieved, the term of the process as negotiation is not
invalid.
Conflict management
Negotiation
• Two types of joint negotiation have been identified:

Distributive negotiation
• Distribute the resources in dispute between the parties involved  what
one gains, the other loses (“zero-sum”, “fixed pie”, or “win-lose”).
Integrative negotiation
• Aimed at benefiting both parties as much as possible, so that there are no
winners or losers. Strategies:
• Expanding the “pie”  Get more resources (not always possible).
• Nonspecific compensation to the loser.
• Exchange of favors.
• Cost reduction (for giving in, yielding).
• Looking for new options that satisfy at least the main interests of the
parties involved.
Conflict management
Emotions in negotiation

• Positive emotions increase the possibility of using

collaborating strategies.
• In stormy negotiations, the interests of the opponents are less
likely to be taken into account and, in general, lower profits
are achieved for each of the parties.
• Anger centers negotiators on their own preferences and
increases the likelihood of rejecting beneficial offers in the
final moments.
Conflict management
Mediation  Conflict management incorporating a third party

• Intervention by a third party in a negotiation between two

parties in conflict, with the aim of helping them to resolve the
dispute.

• Mediator  Facilitator; he/she helps to identify the problem,

to express feelings, to generate possible solutions, and to
implement acceptable solutions for the parties involved.
Conflict management
Strategies used in mediation
Concern for the parties' aspirations
LOW HIGH

LOW Pressure Compensation

Perceived likelihood of
agreement between the
parties

HIGH Inaction Integration

References

Alcover, C. M., Martínez, D., Rodríguez Mazo, F., & Domínguez, R.

(2004). Introducción a la Psicología del Trabajo. McGraw Hill.

Medina, F. J. (2016). Conflictos que crecen en intensidad. In C. M.

Alcover, J. A. Moriano, & G. Topa (coords.), Psicología del trabajo:
Conceptos clave y temas emergentes (pp. 545–572). Sanz y Torres.

Gaviria Stewart, E. (2012). Análisis psicosocial del conflicto interpersonal

y su gestión. In I. Fernández & I. Cuadrado, Psicología social (pp. 183–
212). Sanz y Torres.