Approaches to conflict management Tutorial

Discover the art of conflict management in 'Approaches to Conflict Management.' Explore effective strategies like mediation and participatory decision-making, while learning when to engage third-party help. This video unpacks four key approaches—avoidance, power, rights, and interests—equipping you with the tools to foster collaboration and teamwork. Don’t miss out on transforming your conflict resolution skills!

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can be done by different actors by involving an arbitrator or a mediator,

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for example.

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It can take the form of autocratic or participatory decision making.

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Conflict management can finally follow different styles,

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the choice of avoidance,

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the resolution of the conflict by the intervention of power,

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or by following the rules,

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and finally,

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the management of conflict by reconciling mutual interests.

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We will detail all of these conflict management alternatives in this video.

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First,

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let us look at the question of the people concerned by conflict management.

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Who will manage the conflict.

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Usually

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it's up to the people involved in the

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conflict to take responsibility for its resolution,

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or it's up to the representatives of these main groups,

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for example,

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in a conflict between unions and management.

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Up to a point it's possible.

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If the conflict has led to resentment and emotion is involved,

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the actors in the conflict will not have

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the necessary perspective to work towards resolution.

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It will therefore be very difficult without the intervention of a third party.

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Sometimes it is enough for one of the two actors to remain constructive,

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to succeed in resolving the conflict.

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The more adult of the two will know how to manage their emotions,

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accept the other's deviations without judgement

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and use positive and constructive language

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to lead people towards a solution.

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It's extremely difficult to keep this

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benevolent attitude and remain solution oriented

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while the other person is aggressive or fleeing.

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But it is possible in particular with all the tools of conflict management,

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active listening,

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perspective on beliefs,

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emotional intelligence.

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Conflict management

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can be done in an autocratic way.

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One person decides and makes the decision for everyone.

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This is often the role a manager takes when a conflict gets bogged down.

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They position themselves as a referee.

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The manager's intervention is acceptable when

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it comes to business environment issues.

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Or organisational issues that require clarification or restructuring,

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they decide

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on the distribution of the roles,

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on the organisation of work,

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according to the well-being and the efficiency of everyone in the department.

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They rely on their legitimacy as a manager to decide.

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The more they understand the problem and listen to the stakeholders,

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the more their decision will be accepted by all.

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Autocratic conflict management is,

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in my opinion,

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the very last resort in conflict resolution,

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especially when relationship issues have become intertwined.

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Indeed,

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autocratic conflict management positions people

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in conflict as dependent children

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who must apply the decision of the parents,

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the arbitrator,

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or the manager.

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If an external intervention is really necessary,

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the ideal is to build up a participatory decision with the help of a mediator.

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So

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let us now turn to participatory conflict management.

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The people involved in conflict seek their

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own solution in a framework of listening,

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benevolence,

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and creativity led by a mediator.

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The mediator coaches people by helping them to verbalise,

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broaden their perceptions,

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manage their emotions,

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and maintain a respectful relationship.

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They behave as an external facilitator

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who meets individually.

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And then together with the conflicting parties.

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They don't make decisions for others,

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they help them find their own way to

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resolution by taking into account each other's interest.

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Properly managing a conflict therefore means

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deciding who is involved in the resolution

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and in particular whether it is necessary to appeal to an external third party,

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an arbitrator,

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or a mediator,

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while having at heart to maintain maximum participation for everyone involved.

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The more the solution comes from them,

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the longer lasting it will be.

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Inspired by Jean Potras,

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professor at HEC Montreal,

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an expert in conflict management.

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Let us now see four different approaches to conflict management

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avoidance,

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power,

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rights,

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and interests.

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The first approach is based on avoidance.

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Most of the time,

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avoidance will fuel the conflict which will eventually explode.

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However,

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let's not generalise.

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Sometimes it's good to take time because time allows you to take a step back,

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to calm the spirits and let the options come.

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Sometimes all it takes is a good night's sleep for a conflict

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to lose its emotional charge and turn into a harmless one.

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The second approach

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is power driven.

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Whoever has the power will have the last word.

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The parents on their child,

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the management on the workforce.

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Sometimes power is not hierarchical.

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It can be the power of the one with the most money,

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the power of the strongest.

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The reason of the strongest is always the best,

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wrote La Fontaine.

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We use our hierarchical authority,

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our charisma,

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our harmful power to make others bend.

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We are ready to go to war to defeat the other person.

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The third approach is rights based.

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The question is not who is stronger,

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but who is within their rights.

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Conflict resolution is done by applying the law and following the rules.

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The study of rules,

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laws,

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contracts will determine who is right and who is wrong.

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At worst,

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we bring in the legal experts or we go to court.

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The final approach to conflict management is interest based.

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No more binary wars letting power or law decide.

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Here we are ready for adult negotiation

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based on listening to each other's interest and on the

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desire to respond to them as best as possible.

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There is no standoff,

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no trial.

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This approach to conflict management requires the

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parties to engage in discussion and negotiation,

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sometimes with the intervention of a mediator.

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In interest-based conflict management,

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the parties seek agreement or at least a compromise.

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If the solution is found in this negotiation,

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it will be better accepted and followed by all.

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Rather than conflict management focused on avoidance,

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power,

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and rights,

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I'd therefore recommend to you conflict

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management based on the interests of everyone

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in the most participatory way possible.

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