LEVELS OF CONFLICT [1]
Conflict
often develops and escalates in a predictable pattern. It begins as a problem
that needs to be solved Level
1. Problems are issues or challenges that can be described and for which
solutions can potentially be found.
If
the problem is not solved, conflict can escalate to level 2, a disagreement. The disagreement
is often about how to solve the problem and is a normal, expected part of
solving problems. The key is to find ways to resolve disagreement or to
convince all parties to come to a shared point of view.
If
the conflict continues to be unresolved, a level 3 conflict can emerge, a contest. A contest
is one in which there are winners and losers and no one wants to be a loser.
Sides begin to form and clarity about the problem to be solved begins to
diminish. It quickly becomes more important to win than to solve the problem.
If
the conflict continues to escalate to level 4, individuals and groups begin to act in
more aggressive, instinctual ways and the situation can quickly deteriorate. In
a fight/flight situation, those who are conflict avoidant leave and those who
remain are typically more committed than ever to winning. Principles and dogma
are often evoked as justification for various points of view. This level is
characterized by strategizing how to win the fight and garnering the resources
necessary to do so.
Level 5 describes a level of conflict in
which hope for reconciliation is generally lost. Emotional responses overwhelm
thinking and problem solving approaches. Combatants are focused not just on
winning, but even on punishing or getting rid of their opponents.
Level 0 describes a situation in which the
conflict is not openly acknowledged or recognized. It may have been present for
a long period of time and remained essentially underground—unacknowledged and
not discussed. This does not mean the conflict has gone away.
As
part of its life an organization needs to be engaged in a developmental process
of building trust, developing communication and negotiating skills, and
establishing processes to manage concerns and new ideas. This gives people the
ability to keep conflict at the lower levels. As conflict moves to higher
levels people tend to resist skill development, elaborate problem solving
methods, the introduction of new ground rules, etc. So, these things are best
done when the parties are not in conflict.
1. LEVEL
ONE----PROBLEM TO SOLVE
OBJECTIVE
Fix the problem
SYMPTOMS
Tone/behaviors:
optimistic, collaborative, problem not person focus, rational; language is
clear, specific, real differences over goals, values, needs, plans,
information; people understand each other and disagree.
STRATEGY
Facilitate decision making by collaborative
problem solving, or if not possible, by negotiation, or if not possible, by
formal authority action (by voting or leader decision.)
METHODS
Establish meeting norms, use a
facilitator and a disciplined process, brainstorm and prioritize, use
communication skills, etc.
2.
LEVEL TWO----DISAGREEMENT
OBJECTIVES
Self-protection, not getting hurt;
solve the problem
SYMPTOMS
Cautious, not hostile; general
language to protect people and self, e.g., “there is no trust”, “we need more
openness” withhold information that might serve the other side or damage your
side.
STRATEGY
Reduce tension and facilitate the
parties to work together --the need here is to keep parties close enough to
work though their differences and not engage in withdrawal or begin to get
aggressive. Encourage parties to “hang
in”, attend and prepare for meetings; coach parties to act, to be confident,
help people fully express their concerns and to listen to the concerns of
others; provide ways to build relationships, ways for parties to know each
other, to speak with each other about common interests and needs.
METHODS
Role reversal, expectations
clarification, use facilitator, etc.
Establish ground rules -- get
agreement about how we will work on the issue, e.g., no threats, identify
sources of information, direct sharing of differences, no personal attacks, no
withdrawing; norms for meetings, etc.
Make decisions -- collaborative
problem solving --- negotiation --- formal authority
3. LEVEL THREE----CONTEST
OBJECTIVES
Win, not yet at level of wanting to
hurt the opponent
SYMPTOMS
Win/lose dynamics, threatening,
difficult, resistance to peace overtures, waiting for others to show weakness,
personal attacks, emotional appeals, limited social contact; making a case,
expecting magic or rapid change, expecting others to read your mind, extreme,
only two sides, lose the shade/gray.
STRATEGY
The overall need is to reduce fear and
distorted thinking; to provide a sense of order.
Reduce tension and facilitate the
parties to work together --the need here is to keep parties close enough to
work though their differences and not engage in withdrawal or begin to get
aggressive. Encourage parties to “hang
in”, attend and prepare for meetings; coach parties to act, to be confident,
help people fully express their concerns and to listen to the concerns of
others; provide ways to build relationships, ways for parties to know each
other, to speak with each other about common interests and needs.
Structure the process -- work out a
clear process; dates of meetings, time lines, etc. Revise it as needed; but
work at maintaining a sense of order and direction. There is a high need for a
process that is seen as fair, open, and legal.
Use an external consultant
Contact between to the conflict needs to be carefully managed
-- opportunities for people to express feelings and clarify their interests
need to be provided for each side; this usually needs to first be done apart
from the other side; when they are ready to work together, then have a
carefully facilitated meeting.
DECISION MAKING
The same sequence as at other
levels; however, the more persuasion, compelling and voting the more likely
that people will leave the organization.
4. LEVEL FOUR----FIGHT/FLIGHT
Objectives
Hurt/get rid of the others
SYMPTOMS
Factions inflexible, clear lines,
strong leaders emerge; language becomes ideological - about principles, detached,
causing each to lose sense of the pain they cause; will not speak with each other,
self-righteous.
STRATEGY
More tension will require more
structure. Use an external consultant/mediator
Follow the book -- legal issues may
be involved, trust is very low; follow the legal standards.
Communicate through third -- seek
an agreement for third to serve as “go-betweens” to carry messages, look for
possible areas of agreement, most likely to be useful when the issue is clear.
Be tougher about the ground rules.
5.
LEVEL FIVE----INTRACTABLE SITUATION
Objective:
destroy
the others
SYMPTOMS
Attempts to do serious damage to
the other’s reputation, position, wellbeing; attempts may continue after the have
been separated
STRATEGY
The conflict is no longer
manageable.
Outside authority will need to make
difficult decisions.
The need to be separated.
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