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Types and Phases of Conflict - Coggle Diagram
Types and Phases of Conflict
Phases
Phase 3
De-Escalation
One or both parties momentarily come to senses or—at least—make a stop in the path of conflict, and a glimmer of solution is discernible
Requires
Tolerance
Prudence
Pacience
Calmness
Phase 2
Stalemate
It is found that in a moment of lucidity, as a hint of awareness, one or two participants stop talking; they do not put down the shields, but they begin to reconsider, for themselves, looking for some data that may seem useful to walk towards a first and incipient agreement.
When
The negociators have been through a considerable emotional and physical effort
A negotiator with a good breathing capacity, an adequate physical training and an active lifestyle is able to resist more.
Phase 1
Escalation
A conflict statement occurs when one or both interlocutors react viscerally or emotionally to a specific stimulus that takes the other—also instantaneously—to an extreme position in relation to his interlocutor.
Steps
Action
With me or against me
Conflict fluctuation
Counterattack
Rationalization of a conflict
Types
Classifield
Unilateral
Bilateral
Power Conflict
This type of conflict occurs when one or both of the partners want to make or retain the power that they have achieved or know they can achieve in this event
When
Is there a tendency to form alliances and, thus, to reaffirm, to preserve and not to release the power that people or groups already have?
Are there doubts about the ability, competency or attributions of the person who currently retains power at work or within a group?
Is there a struggle between people or groups for exerting power or influence, for deciding who has the power at this time?
Is there a constant struggle between two people for having the last word at every work meeting or discussion?
Is there a veiled, half hidden or open disagreement about who and why that person makes the decisions, and how he manages the flow of information to convey orders and instructions?
Role Conflict
Conflicts caused by carelessness in the allocation of roles lead to the annoyance, anger and even frustration of some (or all) of those involved
When
there isn't structured, updated and disseminated organization
people involved don't know their tasks, responsibilities, expected results, and scope of decision-making
the stakeholders do not share comments, opinions and suggestions
Cultural Conflict
Solving a cultural conflict—or one related to values—requires sensitiveness, knowledge, understanding and empathy.
When
there are any extreme positions regarding cultural, social and customs issues that are incompatible with those involved
There is no clear understanding about the fact that some customs may have different interpretations
Information Conflict
When a person ommits, guards, or pretends to confuse another one by giving false useless or inadecuate information
When
there is any suspicion that someone or some people are retaining, hiding, manipulating or altering important information for work processes
there is a person, group, or area that feel excluded, limited, or without access to important information used to perform their functions
Interpersonal Conflict
This type conflict arises from perception of characteristics physiognomy,
anatomy, psychology, sociology, etc
When
Distrust between the parties prevail with no real and obvious
cause
the antipathies are between one or some of the involved parties
notorious
Distribution Conflict
In this tipe of conflict, it is neccesary to review and analize the reasons that leaad to the inequitable distibution on a daily basis
When
there is someone who is misled by the way resources are distributed
there are any preferential treatments, favoritism or even nepotism in relation to the distribution of scarce resources
Conflict of Objectives, Strategies and Procedures
confront two o more peole abouth what one of them wants to do, how one wants to do it aand with wich strategies
when
there different interpretations, approaches or perspectives on how to achieve the objectives
There isn't planning monitored, followed-up and controlled in order to be timely adjusted
the observations, comments, suggestions and points of view of the team members are not heard