Management principles of conflict

Here are nine principles for dealing with the conflict and moving toward resolution.

Management principles of conflict

The Peacekeeping Principle underlies the answers: Peace depends on keeping expectations and power aligned. Its subprinciples are given in Table But this assumes knowing what is presently important for keeping the peace, which in turn requires understanding the nature and basis of peace.

It will not help, and may even create conflict and violence, if peace is seen as the absence of any conflict behavior and peacekeeping viewed as avoiding any provocative, assertive, aggravating, contentious, antagonistic, or hostile behavior--in short, any behavior which may upset another.

The first rule of peacekeeping is to understand peace. Such an understanding, I believe, is presented in these volumes. Peace is a structure of expectations, a social contract.

It will be kept only as the parties, for whatever reason, find it in all their intersecting interests, capabilities, and wills to do so.


Moreover, peacekeeping must have in mind a specific peace--a particular structure of expectations--and a specific level of peace. Does one want to avoid intense, nonviolent conflict, violence, or just extreme violence, revolution, war? Different levels of peace are interrelated, and keeping peace at one level may require giving it up at another.

Trying to avoid all conflict may restrict adjustment, increase pressure for radical change, and risk violence. Indeed, avoiding a war may entail a willingness to engage in limited violence.

In addition, expectations are interdependent. Social relations are a totality, a whole of overlapping and nested structures of expectations.

Chapter 10

Efforts to keep one kind of peace may spill over onto other kinds of peace, perhaps even creating conflict.

For example, a government's desire to avoid an open clash with strikers may communicate weakness and encourage more and possibly even a general strike. In any case, a specific peace depends on a balance of interests, capabilities, and wills.

Relevant change in this balance will increase or decrease the likelihood of conflict. Is there a shift in interests relevant to the status quo expectations?

Have relevant capabilities altered? For example, through diverse conflicts and crises during the period from tothe United States and the Soviet Union developed a balance of powers and associated understandings and treaties that allowed them to coexist with a minimal danger of war.

American capability to confront the Soviet Union declined; the will to oppose communism weakened. Meanwhile, the Soviet Union continued to pursue her primary aim of a Soviet-led, global communist victory and has been massively increasing her military capability to support this goal.

Much change therefore has occurred in the Soviet-American balance, leading to a much increased risk of Soviet-American war. All this eventually caused Secretary Gorbachev of the Soviet Union to realize that they could not both compete with a restrengthened United States in arms and also deal with its own domestic economic deterioration, and for this and other reasons he set a new course in foreign and domestic policies that unintentionally and eventually lead to the collapse of the Soviet Union.

Changes in what the parties want and can and will do may be offsetting. Or they may be moving in opposite directions, as for the United States and Soviet Union. Thus, in relative terms, their disparity in military capability had been changing more rapidly than would be clear from looking at either's capability alone.

This balance is a matter of what psychological relationships have developed between individuals or groups. Knowing or sensing this balance and its changes is one aspect of peacekeeping. Maintaining this balance is another.

This requires keeping a relative balance among the relevant interests, capabilities, and wills.PRINCIPLES OF CONFLICT RESOLUTION.

Management principles of conflict

This informative document is sent to all parties who will be participating in either a CORE mediation or team conflict intervention process. Common Types of Team Conflict. Conflict is a common occurrence on teams. Conflict itself can be defined as antagonistic interactions in which one party tries .

Principles Of Conflict Resolution. by Department of the Navy. 1. Think Before Reacting In order to resolve conflict successfully it is important to think before we react--consider the options, weigh the possibilities.

The same reaction is not appropriate for every conflict. 2. Listen Actively. Listening is the most important part of. Conflict Management applies to all areas of our lives. The workplace requires effective conflict management to ensure productive relationships.

Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly, and efficiently. Since conflicts in a business are a natural part of the workplace, it is. • Understand basic management principles applying to individuals, small and large organizations • Grasp the basics of management functions – Conflict resolution.

Management Functions • Organizing – Division of labor – Delegation of authority – Departmentalization – Span of control.

Successful Conflict-Management Principles