Conflict Management

The purpose of this lesson in to introduce the member to issues surrounding conflict
management. It will show how CAP leaders can utilize selected techniques for conflict
resolution in a CAP setting.

Desired Learning Outcomes:

1. Describe the concepts of conflict and conflict management.

2. Explain typical approaches to dealing with conflict.

3. Apply conflict resolution techniques in constructive ways.

Scheduled Lesson Time: 30 minutes

Introduction

"Conflict Management" is defined by the American Management Association "as

recognizing the potential value of conflict for driving change and innovation. This means
knowing when to confront, and when to avoid a conflict and understanding the issues
around which conflict revolve". It means looking for those win/win solutions and seeking
agreement on a solution while eliciting commitment to making it work effectively in
points).

1. Describe the concepts of conflict and conflict management.

WHAT IS CONFLICT?

Webster's New World Dictionary defines Conflict as follows:

1. a fight or struggle, especially a protracted one; war

2. a sharp disagreement or opposition, as of interests or ideas; clash

3. an emotional disturbance resulting from a clash of opposing impulses or from an

inability to reconcile impulses with realistic or moral considerations

4. [Rare] a collision of moving bodies

Synonyms for the word conflict are fight, struggle, contention, and contest.

Antonyms for the word conflict are accord and harmony

©1995 Zane Publishing, Inc. ©1994, 1991, 1988 Simon & Schuster, Inc.
For the purpose of this lesson, individuals or groups are in conflict when one or
both parties are not now getting what they need or want and are actively pursuing
their own goals. Conflict is the difference in perspective that is inherent in every
organization. Diversity of perspective approaches with an organization help generate
ideas and facilitate change. In other words, conflict can be considered as an
opportunity, if it is managed wisely.

Therefore, effective CAP leaders often see conflict as a source of vitality and impetus
for changes. By recognizing and accepting disagreement, CAP leaders not only model
ways to analyze the conflict, they can also model strategies for managing and resolving
the conflict.

Effectively managing and resolving conflicts, however, requires a safe and supportive
organizational climate, where relationships are based on trust and mutual respect.
Only then will CAP members feel safe to express differences of opinion, and jointly
develop strategies for resolving conflict so that everyone wins.

How do CAP leaders recognize that conflict exists? By understanding and discussing
the symptoms and the sources of conflict, individuals can truly grasp the underlying
themes that create conflict situations. Following are examples:

• Symptoms of conflict include:

•
o Increased tension among members.
o Increased disagreement and complaints.
o Avoidance among members.
o Increased blaming.
• Sources of conflict may include.
•
o Misunderstanding or communication failures.
o Values in goal differences.
o Differences in methods and approaches to work.
o Conflict in job roles and responsibilities.
o Lack of cooperation.
o Authority issues.
o Noncompliance issues are differences in the interpretation of rules,
policies, or standards.
2. Explain typical approaches to dealing with conflict.

Conflict can be a creative force or a disruptive one, depending on how it is managed.

There are three critical steps that can be taken to manage conflict constructively.

a. First is understanding the patterns and appearances of conflict, how it looks

when it rears its ugly head, as well as knowing what options and alternatives
are for dealing with conflict.

b. Second is assessing and understanding one's own natural or most typical

approach to dealing with conflict.

c. Third, and most difficult, is developing skills and methods that are needed to
apply effectively one's knowledge of how to make conflict work in constructive
ways.

How do leaders recognize when conflict is constructive? Conflict is constructive when

it:

• Results in clarification of important problems and issues

• Results in solutions to problems
• Involves people in resolving issues important to them
• Causes authentic communication
• Helps release emotional anxiety, and stress
• Builds cooperation among people through learning more about each other;
joining in resolving the conflict
• Helps individuals develop understanding and skills

While there are many skills and methods for dealing with conflict, and reaching a
resolution, we are providing a group of five methods to consider. This group recognizes
Five (5) Strategies and Techniques of Conflict Resolution (with their advantages and
disadvantages). All five methods can be used on any one conflict, but with differing
results. Therefore, it is important to know your preference in choice of style, and the use
of others.

See the chart below.

 5 Strategies and Techniques of Conflict Resolution

(In Suggested Order of Use)

Direct (Direct Discussion): Individuals involved in a conflict talk openly with one
another about their perception of the problem, their feelings about it, and possible
solutions.
Advantage: The conflict is clear and Disadvantage: Involved individuals
understood by the involved people. may not have the skills to engage in
Resolution of the conflict is supported constructive confrontation and they
feel worse after it. Time and
by the participants, since they came
commitment to this process may be
up with it. lacking.
Policy and Procedures (Power or Authority): An authority, position, majority rule, or
a persuasive minority settles the conflict. Power is used to impose a solution.
Advantage: When speed or efficiency Disadvantage: The people who "lose"
is most important, this style may be the conflict may feel devalued and/they
effective. It also demonstrates the may cause disruptions in the future to
status of the person or group in "get even".
authority.
Group Consensus: Using a group to share ideas about resolving a conflict and
coming to a group decision on action that is agreed to by the whole group.
Advantage: A group may come up with Disadvantage: This style is usually
better ideas for resolving the conflict very time-consuming. The group may
than an individual alone. Agreement of avoid facing the difficult issues and
the whole group to a resolution is a concentrate on a relatively
powerful, non-authoritarian influence unimportant aspect of the conflict.
on the people in the conflict.
Third Party Intermediary: Two are more people who are having a conflict use a third
person as a "go-between" to convey messages to each other. Direct mention of the
problem to involved people is avoided, but go-between is aware of everyone's
position.
Disadvantage: The conflict may
Advantage: This style allows the become confused and more
preservation of surface harmony while complicated because of
still addressing the conflict and misinterpretations by the third-person
possibly resolving it. intermediary. Persons involved in the
conflict may not feel their feelings
have been sufficiently understood.
Do Nothing (Denial or Suppression): Person tries to solve problem by denying its
existence. Differences are played down and surface harmony is preserved.
Advantage: If issue is relatively Disadvantage: If the issue is important,
unimportant, this style allows a this style allows problem to build into
cooling off period or simply lets time a more severe situation that is more
"heal" the problem. difficult to resolve.
Remember our goal in conflict management is three fold: To drive change and
innovation which benefits the unit/mission. Create those win/win solutions and eliciting
commitment to making the solutions work effectively.

EXERCISE

Describe (not give an example) the type of situation in which each of the above
methods should be applied. Describe a situation when each method should not be
applied.

Some methods will be more effective with some people than with others. The "most
effective method" may be different because of the maturity, personality, relationship,
skill level, and the amount of experience in CAP that the individuals involved have.
Describe the type of person you should/would not use each of the methods with.

3. Apply conflict resolution techniques in constructive ways.

EXERCISE

In order to fully understand the concepts described in Objective No. 2, please apply the
concept to the case below. In the case, the aforementioned Strategies and Techniques
can be utilized by placing the appropriate initial next to the narrative (D -Direct, PP -
Policy and Procedure, GC -Group Consensus, TP -Third Party, and DN -Do Nothing)
that meets the identified criteria. Note that this exercise does not provide a "school
solution." Your task is to evaluate each strategy based on the case presented to see
how strategies work in different situations.

CASE: Major Raul Martinez, Squadron Commander, has observed that

Captain Ted Kelly (Deputy Commander for Cadets) seems depressed. He
is concerned about Ted's mental welfare, and about the potential impact
of his performance in dealing with cadet leaders. As Major Martinez,
correctly identify the strategies listed below:
Ignore the situation at this time; it's Major Kelly's private business.
In the form of a memo, tell Major Kelly he is heading for a deep
depression, and that he better "get a grip".
Enlist the aid of a designated "mentor" in the squadron to offer
counseling.
Discuss the issue in a staff meeting.
Share your observations with Major Kelly, and invite him to talk about
his problems with you.
(Answers: DN, PP, TP, GC, D)
How would you handle this conflict? Why did you choose this method? In your opinion,
which of the above methods would be the best method to use? What are the
advantages (other than those listed above) to that method? How might they play out in
this situation? What are the disadvantages (other than those listed above) for that
method? How might that play out in this situation? How would you know if the conflict
is beyond your abilities?

Example

Example CASE 2: Lt Colonel Tom Smith (Wing Chief of Staff) has

developed a plan for providing feedback to improve work performance of
the wing staff members. Wing Public Affairs Officer, Major Van Tran
(who reports to Tom) believes that the plan may offend some of the
members. As Major Tran, correctly identify the strategies listed below:
Talk to your family and friends about how to handle this situation.
Just keep quiet. It probably won't be much of a problem.
Go to a person in authority and tell her/him your concerns about this
possibly insulting project.
Talk to Lt Colonel Smith and tell him honestly about your concerns.
Tell him you can help him work out a better solution.
Go to an older friend who is a friend of Tom's and explain your
concern. Maybe he/she can talk to Lt Colonel Smith about this
problem.
(Answers: GC, DN, PP, D and TP)

How would you handle this conflict? Why did you choose this method? In your opinion,
which of the above methods would be the best method to use? What are the
advantages (other than those listed above) to that method? How might they play out in
this situation? What are the disadvantages (other than those listed above) for that
method? How might that play out in this situation? How would you know if the conflict
is beyond your abilities?
Example

Example C ASE 3: Captain Janice Jones, Composite Squadron

Commander, has noticed that several of her adult members have been
arriving late to meetings. The tardiness is being noticed by the cadets.
As Captain Jones, correctly identify the strategies listed below:
Discuss this matter with each of the latecomers separately.
File a written reprimand, warning them of the consequences of their
behavior.
Ask the whole senior member staff to meet together to consider a
general method for ensuring timeliness.
Since most of the work is getting done anyway, don't make an issue of
this minor matter.
Mention your frustration to your vice-commander, and suggest that
she/he might pass it along.
(Answers: D, PP, GC, DN and TP)

How would you handle this conflict? Why did you choose this method? In your opinion,
which of the above methods would be the best method to use? What are the
advantages (other than those listed above) to that method? How might they play out in
this situation? What are the disadvantages (other than those listed above) for that
method? How might that play out in this situation? How would you know if the conflict
is beyond your abilities?
Lesson Summary and Closure

There are many approaches to conflict management, depending on the nature of the
conflict, and the people involved in the conflict. This lesson introduced members to a
process for both assessing and being successful in conflict managements.

The conflict management method chosen sometimes reflects the leader's leadership
style. For more on that, see the Leadership Style lesson in this course.

Should you feel that you are not in an appropriate position to handle a conflict or that it
is beyond your ability to handle to the betterment of your unit and the individuals
involved you can call on your unit chaplain. Many chaplains are trained in conflict
management and coupling. For more information on how chaplains can help see the
Chaplain Corps lesson in this course or speak to a chaplain.

It is hoped that this lesson leaves the CAP member with the ability to:

• Understand another person's perspective during a discussion or disagreement

• Confront and facilitate conflict in a way that helps people engage in conversation
to yield a better solution
• Identify the likely source of conflict before taking action
• Coach others on how to resolve conflict in a constructive manner

Works Cited

1. The AMA Guide to Management Development, AMACOM Publications, Tobin and

Petingell, www.amacombooks.org/go/AMAGuideMgmtDevelop, 2008.