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In Political terms, "conflict" refers to an ongoing state of hostility between two or more groups of people. Conflict as taught for graduate and professional work in Conflict Resolution commonly has the definition: "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability". One should not confuse the distinction between the presence and absence of conflict with the difference between Competition and Co-operation . In competitive situations, the two or more individuals or parties each have mutually inconsistent goals, either party tries to reach their goal it will undermine the attempts of the other to reach theirs. Therefore, competitive situations will ,by their nature, cause conflict. However, conflict can also occur in cooperative situations, in which two or more individuals or parties have consistent goals, because the manner in which one party tries to reach their goal can still undermine the other individual or party. A clash of interests, values, actions or directions often sparks a conflict. Conflicts refer to the existence of that clash. Psychologically, a conflict exists when the reduction of one motivating stimulus involves an increase in another, so that a new adjustment is demanded. The word is applicable from the instant that the clash occurs. Even when we say that there is a potential conflict we are implying that there is already a conflict of direction even though a clash may not yet have occurred so to speak TYPES AND MODES OF CONFLICT A conceptual conflict can escalate into a verbal exchange and/or result in Fighting . Conflict can exist at a variety of levels of analysis:
Conflicts in these levels may appear "nested" in conflicts residing at larger levels of analysis. For example, conflict within a work team may play out the dynamics of a broader conflict in the organization as a whole. (See Marie Dugan 's article on Nested Conflict. John Paul Lederach has also written on this.) Theorists have claimed that parties can conceptualize responses to conflict according to a two-dimensional scheme; concern for one's own outcomes and concern for the outcomes of the other party. This scheme leads to the following hypotheses:
In Western Society , practitioners usually suggest that attempts to find mutually beneficial solutions lead to the most satisfactory outcomes, but this may not hold true for many Asian societies. Several theorists detect successive phases in the development of conflicts. Often a group finds itself in conflict over Fact s, Goals , Methods or Values . It is critical that it properly identify the type of conflict it is experiencing if it hopes to manage the conflict through to resolution. For example, a group will often treat an Assumption as a fact. The more difficult type of conflict is when values are the Root Cause . It is more likely that a conflict over facts, or assumptions, will be resolved than one over values. It is extremely difficult to "prove" that a value is "right" or "correct". In some instances, a group will benefit from the use of a Facilitator or Process Consultant to help identify the specific type of conflict. Practitioners of Nonviolence have developed many practices to solve social and political conflicts without resorting to violence or coercion. EXAMPLES
An example of ideological conflict is the struggle over slavery between the Noth and South. The dispute would eventually lead to secession.
CAUSES OF CONFLICT Structural Factors (How the conflict is set up)
Personal Factors
"Conflict is an emotionally defined and driven," and "does not exist in the absence of emotion." There are many components to the emotions that are intertwined with conflict. There is a behavioral, physiological, cognitive component.
These three components collectively advise that “the meanings of emotional experience and expression are determined by cultural values, beliefs, and practices.”
There are several principles of conflict and emotion.
Emotions are acceptable in the workplace as long as they can be controlled and utilized for productive organizational outcomes. SEE ALSO
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