Page 15 - DMGT519_Conflict Management and Negotiation Skills

Unit 1: Conflict

Negative Consequences Notes
1. Diverts energy from work
2. Threatens psychological well-being
3. Wastes resources

4. Creates a negative climate
5. Breaks down group cohesion
6. Can increase hostility and aggressive behaviours

Notes In most organizations, conflicts increase as employees assert their demands for an
increased share in organizational rewards, such as position, acknowledgment, appreciation,
monetary benefits and independence. Even management faces conflicts with many forces
from outside the organization, such as government, unions and other coercive groups
which may impose restrictions on managerial activities.

1.4 Chaos and Complexity Theories

Complexity theory in the natural sciences has brought fresh insight into the nature and working
of complex systems and some have hoped that applying this theory to social systems, albeit
necessarily in an adapted form, could be equally revealing and useful. I confess to being among
their number although the degree and extent of the usefulness and applicability of complexity
in these areas is not yet clear to me. I am, however, convinced of the potential to, at the very
least, facilitate a more realistic (i.e. closer to the reality of how the social world works) and open
approach to analysis and action for change. This working paper is an exploration of ideas,
opinions and attempts related to the application of complexity theory to the field of conflict
transformation and some early reflections on these. The term conflict transformation has been
used here to indicate a comprehensive and long term approach to social change in situations of
violent, often intractable conflict. I find the term sufficiently broad to reflect the agenda of peace
research and peace studies in their concern for justice as well as peace and, therefore, reference
will be made to development and aid, security and ecology as being relevant to conflict
transformation processes. I have also drawn on studies from the field of management and
organisational change and military studies. The former as there has already been a relatively
longstanding engagement with complexity theory in this field and also due to the historical
influence between management and conflict resolution, the latter in order to remain open to
insights in processes even where values and methods may be radically opposed.

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Caution According to experts at Southern Nazarene University, there are five main styles
of conflict management. Some conflicts can be resolved through collaboration, which
occurs when those involved work together to develop solutions. Collaboration typically
occurs when there is a high level of trust and the solutions can satisfy both parties.
Compromising is a method in which both parties agree to make sacrifices that will benefit
the common good. Compromising typically occurs when all parties involved are of an
equal status.

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