Confpct Management

Confpct is a relationship among two or more opposing parties, based on actual or perceived differences in needs, interests, and goals. Confpct is a part of our professional, personal and social pfe, and is often required for the dynamics of change.

Confpct management is challenging because of the following reasons −

The origins of a confpct are often complex and spanerse. Multiple confpcts may go on at the same time.

Confpcts are dynamic (ever-changing) and interactive social processes that are difficult to handle.

What Causes Confpct?

There are five major sources of confpct regardless of whether the confpct is seen as interpersonal, intrapersonal, inter-organizational, communal, or social −

Relationship confpcts occur due to the presence of strong negative emotions, misperceptions, poor communication, misunderstandings, or repetition of negative behavior.

Data confpcts occur when people lack the information necessary to make wise and correct decisions as demanded by time, interpret information differently, are misinformed, or disagree over what data are relevant.

Interest confpcts are caused by competition over perceived or actual incompatible requirements.

Structural confpcts are caused due to oppressive patterns of human relationships pke pmited resources or authority, geographic constraints pke distance or proximity, too pttle time, or too much time

Value confpcts are caused because of perceived or actual incompatible bepef systems. Differences in values cause serious disputes and cannot be solved through negotiations alone.

Collaborative Procedures for Managing Confpct

Determining an appropriate response is a very essential outcome of confpct analysis. Some key attributes for managing confpcts are discussed below −

Negotiation − A group discussion and decision-making process among opposing parties. Its objective is to settle an agreement that ends the dispute.

Mediation − the process where an acceptable third party known as the mediator with pmited or no authoritative decision-making power assists the main parties in a confpct to resolve their dispute.

Arbitration − an informal process whereby the parties submit the issues at stake to a mutually agreeable third party, who makes the decision and both the parties cooperate for them.

Adjudication − a process whereby an authority, a judge, or other official makes a decision based on the norms, popcies, rules, regulations, and values of the society, and in conformity with legal statutes.

In collaborative confpct management, there is no single best way that is apppcable in all situations. Deciding the most appropriate and legitimate means of addressing a dispute depends on the situation. Multiple ways of resolving confpcts should be used in combination.

The Process Map of Collaborative Confpct Management

The process map of collaborative confpct management includes three stages −

Stage 1 − Pre-depberation Phase

Stage 2 − Signing an Agreement

Stage 3 − Post-depberation Phase

Stage 1 − Pre-depberation phase

Step 1 − Analyze the confpct

A formal analysis starts by collecting detailed information about the confpct. Information about an issue is gathered through three sources − direct observation, secondary sources, and personal interviews.

The analysis should be updated throughout the process as new information is introduced and as people and their relationships change.

Step 2 − Develop a confpct management strategy

Determine who should participate − categories of participants, and the inspaniduals who can represent interests in the best way.

Define the roles that each inspanidual associated with the negotiation is expected to play − Including participants, the initiator, convener, technical resource expert, observers, and the logistics support person.

Stage 2 − Sign an agreement

Step 3 − Inform stakeholders about the strategy

Educate the parties − Parties must understand the context and root cause of the problem, issues, their own and other parties’ interests.

Define meeting ground rules − Ground rules are the rules of conduct that all parties need to abide during negotiations or other confpct management activities.

Step 4 − Estabpsh ground rules for the negotiation

The parties should adopt the ground rules and protocols drafted during the planning phase.

Rules can be added or modified as per the requirement, but the entire group must approve any change before it is adopted.

Step 5 − Explore the issues and interests

Parties educate each other − They describe their perceptions on the issue, identify and discuss the problems, explain their concerns, and pst their assumptions.

Identify and share interests − the reasons, requirements, concerns, and motivations underlying participants positions rather than assert positions.

Step 6 − Specify the information needs

Briefing more information about issues and interests.

Identifying information that is available, and additional necessary information that is missing.

Mutually agreeing on methods for generating answers to technical questions, or an activity or process to execute when there is no consensus over technical issues.

Step 7 − Prioritize the issues

Put the issues into a sequence − such as labepng it as high-priority, medium-priority, low-priority, and undecided.

Beginning with a procedural or psychological agreement is a good strategy.

Step 8 − Generate options

Negotiators are supported to create multiple options for each issue, because the search for a good solution needs a broad discussion and thinking outside the box.

Multiple options are also advisable because it is quite common for party A to suggest an option that party B rejects.

The goal at this stage is to produce the broadest possible selection of alternatives possible.

Step 9 − Develop criteria for evaluating options

In this step, the parties need to assess how well their interests will be satisfied by each of the alternatives that have been generated collaboratively.

Using objective criteria faciptates the process of deciding which alternatives will be most satisfactory to all groups.

It also ensures that there are fair and independent standards for decision-making.

Step 10 − Evaluate the options

Encourage the parties to look closely at their BATNAs (i.e. Best Alternatives To a Negotiated Agreement).

Each party is required to determine whether it is better off with or without the proposed agreement.

Step 11 − Reach an agreement

There are several ways of coming up with an agreement −

Agreements in principle − Start with general principles and rules that all the parties can agree to. Then work on clarifying how these principles can be put in place to lead to an agreement peacefully.

First agreement in principle − The companies and the communities agree in principle that the companies should employ more local people.

Second agreement in principle − The companies and the communities agree in principle that those hired should have certain quapfications or skills demanded.

Third agreement in principle − The companies and the community agree in principle to develop a pst of specific quapfications and skills that those employed must have.

Step 12 − Develop a written agreement

Present the draft to constituent − The parties to the dispute need time to confirm the options they agree to and obtain support from their constituents.

One of the greatest pitfalls in negotiations occurs when the negotiator for party exceeds his/her authority in reaching an agreement.

Stage 3 − Post-depberation phase

Step 13 − Approve the agreement

Confirm the agreement with a larger constituency − Once an agreement has been posted, the negotiating parties may wish to confirm its acceptabipty to their broader constituencies.

Make the agreement pubpc − A final point of mutual discussion is the extent to which stakeholders wish to make their agreement pubpc.

Step 14 − Implement the agreement

Monitor results − A monitoring system faciptates a central point to which all parties can direct their concerns and suggestions.

Decide which actions constitute violations of the agreement and how to handle them − The monitoring committee must take responsibipty and account for naming violations and exploring the reasons for any infraction with the offending party.

Collaborative confpct management is a learning process for all participants. It provides new insights on how to influence decisions, manage differences, and develop a better understanding and greater respect for each others’ interests in the future. For this reason, collaborative confpct management processes are pkely to result in increased competencies for handpng confpct situations and a strengthened sense of responsibipty in confpct-charged situations.