CRIM 6 Chapter 1
CRIM 6 Chapter 1
COURSE DESCRIPTION
This course deals with the study of the process of dealing and resolving
conflicts/disputes resolution and crises management. It includes the art of intervention
through mediation and reconciliation of disagreements between stakeholder’s agencies.
Likewise, the course includes handling of crises that the criminal justice personnel are
commonly encountered. Moreover, the study significantly provides mechanisms on how to
adopt strategies in dealing with potential and actual crises which are being addressed by
concerned agencies and authorities from law enforcement, corrections and communities.
LESSON 1
CONFLICT
What is Conflict?
A conflict is an activity which takes place when conscious beings (individuals or
groups) wish to carry out mutually inconsistent acts concerning their wants, needs or
obligations. (Nicholson, M., 1992)
Conflict may also refer to a natural disagreement or struggle between people which
may be physical, or between conflicting ideas. It can either be within one person, or they
can involve several people or groups. It exists when they have incompatible goals and
one or more believe that the behavior of the other prevents them from their own goal
achievement. The word “Conflict” comes from the Latin word “conflingere” which
means to come together for a battle.
So, while initially conflict theory described class conflicts specifically, it has lent itself
over the years to studies of how other kinds of conflicts, like those premised on race, gender,
sexuality, religion, culture, and nationality, among others, are a part of contemporary social
structures, and how they affect our lives.
What are the Conflict Resolution Strategies?
Avoiding is when people just ignore or withdraw from the conflict. They choose
this method when the discomfort of confrontation exceeds the potential reward
of resolution of the conflict. While this might seem easy to accommodate for the
facilitator, people are not really contributing anything of value to the
conversation and may be withholding worthwhile ideas. When conflict is
avoided, nothing is resolved.
b. Conflict Resolution Strategy #2: Competing
This is assertive and uncooperative. An individual pursues his own concerns at
the other person’s expense. This is a power-oriented mode in which you use
whatever power seems appropriate to win your own position—your ability to
argue, your rank, or economic sanctions. Competing means “standing up for your
rights,” defending a position which you believe is correct, or simply trying to win.
Competing is used by people who go into a conflict planning to win. Competing
might work in sports or war, but it’s rarely a good strategy for group problem
solving.
c. Conflict Resolution Strategy #3: Accommodating
This is unassertive and cooperative—the complete opposite of competing.
When accommodating, the individual neglects his own concerns to satisfy the
concerns of the other person; there is an element of self-sacrifice in this mode.
Accommodating might take the form of selfless generosity or charity, obeying
another person’s order when you would prefer not to, or yielding to another’s
point of view.
Also, accommodating is a strategy where one party gives in to the wishes or
demands of another. They are being cooperative but not assertive. This may
appear to be a gracious way to give in when one figures out s/he has been
wrong about an argument. It is less helpful when one party accommodates
another merely to preserve harmony or to avoid disruption. Like avoidance, it
can result in unresolved issues. Too much accommodation can result in groups
where the most assertive parties commandeer the process and take control of
most conversations.
d. Conflict Resolution Strategy #4: Collaborating
It is both assertive and cooperative—the complete opposite of avoiding.
Collaborating involves an attempt to work with others to find some solution that
fully satisfies their concerns. It means digging into an issue to pinpoint the
underlying needs and wants of the two individuals. Collaborating between two
persons might take the form of exploring a disagreement to learn from each
other’s insights or trying to find a creative solution to an interpersonal problem.
A group may learn to allow each participant to contribute with the possibility of co-
creating a shared solution that everyone can support.
e. Conflict Resolution Strategy #5: Compromising
It is moderate in both assertiveness and cooperativeness. The objective is to
find some expedient, mutually acceptable solution that partially satisfies both
parties. It falls intermediate between competing and accommodating.
Compromising gives up more than competing but less than accommodating.
Likewise, it addresses an issue more directly than avoiding, but does not
explore it in as much depth as collaborating. In some situations, compromising
might mean splitting the difference between the two positions, exchanging
concessions, or seeking a quick middle- ground solution.
The concept of this is that everyone gives up a little bit of what they want, and
no one gets everything they want. The perception of the best outcome when
working by compromise is that which “splits the difference.” Compromise is
perceived as being fair, even if no one is particularly happy with the outcome.
LESSON 2
What are the cases wherein Republic Act No. 9285 does not apply?
The provisions of RA 92856 shall not apply to resolution or settlement of the
following:
a. Labor disputes covered by Presidential Decree No. 442, otherwise known as
the Labor Code of the Philippines, as amended and its Implementing Rules
and Regulations;
b. The civil status of persons;
c. The validity of a marriage;
d. Any ground for legal separation;
e. The jurisdiction of courts;
f. Future legitime;
g. Criminal liability;
h. Those which by law cannot be compromised; and
i. Those disputes referred to court-annexed mediation. (Article 1.3, IRR, RA 9285)
THE OFFICE FOR ALTERNATIVE DISPUTE RESOLUTION