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CONFLICT MANAGEMENT

INTRODUCTION

WHY CONFLICT?
Conflicts are part of normal every day life. With too few, life may become
monotonous and boring. With too many, life can become stressful

1.02 THE BENEFITS

By effectively managing conflict, you will be able to

Clear up misunderstandings with all those you associate in day to day life
Let go off old differences and start building a new, more cooperative relationship
See problems that you never suspected existed
See the dramatic improvement in your teamwork with greater trust and mutual respect.
Feel greater commitment in others to your mutually agreed upon decision
See several creative solutions that are better than any of the individual
approaches come up as a result of meeting and discussing your different
positions

SUMMARY

A common feeling is that the constructive handling of conflict leads to a win-win

situation. Every one feels involved and supports the joint decision. The
atmosphere is that is created is more favorable to better communication,
creative ideas, change and more realistic relationships

2.0 VARIOUS ASPECTS OF CONFLICT

BASIC GUIDE LINES WHILE RESOLVING CONFLICT

Preservation of dignity and self –respect

Listening effectively
Respecting others as they are
Maintaining an independent point of view

2.02 When conflicts occur?

Having different points of view
Trying to achieve what they want at the expense of others

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2.03 PRINCIPAL CAUSES OF CONFLICT

Misunderstandings
Personality clashes
Differences in goals
Substandard performance
Differences over methods to be used
Problems relating to areas of responsibility
Lack of cooperation
Problems relating to area of authority
Frustration
Competition for limited resources
Non compliances with rules and policies

2.04 POSITIVE ASPECTS OF CONFLICT

Helps to open up discussion of an issue
Results in problem being solved
Increases the level of individual involvement and interests in an issue
Improves communication between people
Releases emotions that have been stored up
Helps people to develop their abilities
2.05 NEGETIVE ASPECTS OF CONFLICT
Diverts people from dealing with the really important issues
Creates feelings of dissatisfaction among people involved
Leads to individuals and groups becoming insular and non co-operative
3.0 CONFLICT AT WORK
3.1 PREVENTING CONFLICTS AT WORK
Recognizing and accepting differences between individuals and groups in terms
of values, perceptions, expectations and needs
Being honest with one self and with others
Allocating sufficient time and energy to really get to know your co-workers and
colleagues, so that you understand their values and beliefs
Not automatically assuming that you are right and they are wrong
Not feeling defensive if others disagree with your ideas
Listening attentively to what people really are saying
Providing suitable ways in which people can express their feelings about things
Trying to ensure that people learn from conflict situations that have been
resolved

4.0 THE PROCESS OF CONFLICT RESOLUTION

4.01 THE FOUR STEP PROCESS

Diagnosis
Planning
Preparation
Implementation

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4.02 DIAGNOSIS
Before you can respond effectively, you have to investigate the roots of
the conflict
Clarify the important issues
Identify the stakeholders
Identify and assess the likely sources of disagreement

4.03 PLANNING
Be prepared for the winds of conflict
Learn to recognize your own patterns
Try to minimize risks
Develop a strategic plan

PREPARATION

When confronted with conflict, make sure you select the right style of
response
Problem solve
Practice approaches, techniques and responses

4.05 IMPLEMENTATION

Execute your plan

Evaluate the outcomes
Make sure you follow-up
5.0 DIAGNOSIS

5.1 WHY TRY TO DIAGNOSIS THE POTENTIAL CONFLICTS?

It allows you to choose to what extent you want to get involved?
You buy time to collect information, listen to others, develop your own position,
and determine the likelihood and strength of any opposition
You can choose or develop an appropriate strategy, may be preventing the
conflict from escalating
5.2 DIAGNOSTIC SKILLS- STEPS
Clarify the critical issues
Identify the stakeholders
Determine the sources of conflict

5.3 CLARIFY THE CRITICAL ISSUES- THE PROCESS

Model the openness that you seek
Request feed back
Explain the reasons for your request
Be aware of non verbal cues
IDENTIFY THE STAKEHOLDERS

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5.5 SOURCES OF CONFLICT

Incomplete or inaccurate information
Inappropriate or incompatible goals
Antagonistic or other negative motivations
Unacceptable or ineffective methods

6.0 PLANNING
6.01 IIDENTIFY YOUR OWN PATTERNS

Be prepared for the winds of conflict

Learn to recognize your own patterns

Try to minimize risks

Develop a strategic plan

NINE STRATEGIC MANAGEMENT STYLES

Maintenance
Smoothing
Domination
Decision rule
Coexistence
Bargaining
Non resistance
Support release

Maintenance
CHARACTERISITCS APPLICATION

 Use delaying tactics.  Effective to use as interim

Remain non-reactive and calm
Don’t make commitments
 Don’t make concessions
strategy
When you need time to gather
information, build up your support or
deal with higher-level concerns.
 Time gained this way may also be
used to let people cool down after a
blow up

7.02 Smoothing

CHARACTERISITCS APPLICATION

 Provide selective information  When you need to withhold

Highlight areas of agreement. information because it may be

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 Minimize the importance of hurtful.

difference In your judgment they may not be
mature to handle it.
When you know what is your position is
but don’t have time for a lengthy
discussion or don’t have the
authority to require that the other
party follow your wishes


7.03 Domination

CHARACTERISITCS APPLICATION

 Make your position crystal clear  When you need something to

Express conviction be done in a hurry or matters are
Don’t equivocate confidential
Describe the consequence of non When the issue is of too little
compliance importance to waste time on
When you know that the others
involved have no information that
would change your mind

Decision Rule

CHARACTERISITCS APPLICATION

 Get agreement  When the out come of a

On the options to be decided;
On an objective rule to be used
To support what ever the outcome
disagreement is not important to
you
Being perceived as impartial or fair is
of primary importance
It is a good method when- you don’t
want a stalemate and you can live
with any solution

Coexistence

CHARACTERISITCS APPLICATION

 Define separate courses of action  When both parties to a dispute

Determine how long to follow divergent think they are right

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paths You some time require firm evidence

Get agreement how to evaluate results to persuade one of the parties to
change their position
A wrong decision could costly in both
financial and human term and it
could be extremely difficult to go
back once a path has been chosen

7.06 Bargaining

CHARACTERISITCS APPLICATION

 Clarify interest of both parties  This strategy is most useful

Determine the ‘the zone of mutual when both parties gain from a
benefits’ where both parties gain mutual exchange agreement than
Develop options for mutual benefits they would from best alternative
Make offers and evaluate counter offers solution agreement is not reached

7.07 Non Resistance

CHARACTERISITCS APPLICATION

 Clarify by expectations and state  A good strategy to use when

reservations the issue is minor one or is of little
Offer full support if reservations are importance to you but important to
accepted other person
Determine alternatives if the proposed It is also useful when the other party
action fails has greater experience or
expertise in the subject at hand
You are seen as a team player, open
and flexible to the idea of others

7.08 Supportive Release

CHARACTERISITCS APPLICATION

 Clarify expectations and state  This is a good strategy to use

reservations when you want to encourage the
Adequately empower the other person initiatives and commitment of

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Describe the nature and limits of your some body who may be capable
support but lacks confidence

Collaboration

CHARACTERISITCS APPLICATION

 Disclose your interests and concerns
Listen without defending your position
Avoid converging too quickly on one
alternative
Problem solve to develop alternatives that
satisfy all interests and concerns
 An appropriate strategy when all the
issues are of equal importance and
should not be compromised
The various parties should be capable,
trust worthy, good communications and
willing to allow sufficient time to fully
discuss the problem
Good style to use when participating
individuals desire a closer working
relation ship or when a success full
resolution of the problem depends on all
parties agreeing and supporting solution

OVER USE AND UNDER USE OF STYLES

SL NO STYLE OVER USE UNDER USE

8.1 Maintenance  You wait so long to  You don’t take time to
take action. collect background
You are perceived as information before taking
M S =10.20 ineffective or willing to take action
O U >13.20 risks You act before emotions
U U < 7.2 While waiting to collect data provoked by a problem
the problem escalates have had time to cool
8.2 Smoothing  You are perceived by others  You are unable to sell
as deceptive and your ideas to others or
M S =11.60 manipulative because they persuade them that you might
O U >14.60 think you produce be right
U U < 8.6 information only to advance
your own views

SL NO STYLE OVER USE UNDER USE

8.3 Domination  You are perceived to  You are perceived as a
be pushy and indifferent to person without firm
M S =10.70 ideas of others. convictions of your own
O U >13.70 People have become and as some one incapable
U U < 7.70 dependent on you and wait of taking a stand
for you to make decisions You are unable to command

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respect or exercise firm

control when you need it

8.4 Decision Rule  You appear distant and  You waste valuable time
unwilling to meet discussing unimportant
M S =12.30 confrontation. differences
O U >15.30 You are perceived as always
U U < 9.30 relying on impersonal
methods of resolving
conflict
8.5 Co-Existence  You waste time and tie up  You are perceived as
resources by allowing too unwilling to accept
M S =11.90 many different approaches ambiguity and unable to
O U >14.90 /methods to co-exist manage multiple
U U < 8.90 generating dissatisfaction and approaches
confusion You are unwilling to be
proven wrong by allowing
parallel experiences
8.6 Bargaining  Your habit of making  Other parties take
M S =13.70 concessions encourages advantage of your tendency
O U >16.70 others to begin their not to bargain hard enough to
U U < 10.70 negotiations with you by secure the best deal
overstating or inflating their
demands or needs

8.7 Non  You are perceived as  You are perceived as

Resistanc conciliatory, eager to non-cooperative and not a
e please at any cost. team player.
You are seen as ingratiating You disagree so frequently
M S =10.60 and uninterested in that your opinions are
O U >13.60 advocating your own true automatically discounted
U U < 7.60 beliefs by others
8.8 Support  You are perceived as  You don’t allow others
Release having abdicated your own to learn from their own
responsibilities. experience
M S =12.20 You have taken too many You don’t encourage initiative
O U >15.20 risks in order to allow
U U < 9.20 others to “spread their
wings

SL NO STYLE OVER USE UNDER USE

8.9 Collaboration  You are perceived as  You have a morale
avoiding personal problem or de motivate
M S =14.80 responsibility by using the your employees because

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O U >17.80 ‘committee approach’ you fail to include them in

U U < 11.80 You waste time by holding too the decision making
many meetings process on issues concern
to them
You are unaware of different
perspectives
MS : Mean Score; O U: Over Use; U U: Under use

Stumbling Blocks
9.1 What is it?
The nine management styles discussed above are based on-
Flexibility point of view
Personal interaction

These above two parameters not only provide a guide to conflict

management styles but they can also indicate which behavior block successful
conflict resolution

9.2 How to Plan Your Strategy?

9.2.1 Firm or Flexible?
On any particular issue your should evaluate whether your views will
Advance common goals
Be acceptable to other stake holders
Permit timely action
Provide greater benefits and fewer draw backs other possibilities
9.3 Preparation
Analyze the case study given with respect to the following points
Clarify the important issues
Identify the stake holders
Identify and assess likely sources of disagreement
Recognize patterns and minimize blocks
Develop a strategic plan

9.4 Implementation
Before implementation consider the following factors
A productive emotional atmosphere
Strategies that work
Developing implementation skills
Blending different styles and closing constructively

Role of Emotions in Conflict

10.01 Freely Expressed Feelings

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Freely expressed feelings can be used to intimidate

Anger can be used to bully others
Tears can be used to persuade
An individual may reject another view point or idea, not on its merits, but
because they dislike or are angry with the person presenting it
10.02 Open Expression of Feelings
Provides problem-solving feed back; negative feelings indicate that something
is wrong
Allows for expression of relevant input; in avoiding an emotional issue,
valuable information or ideas could be lost
Allows better interpersonal interaction and morale; recognizing “the other” as
a person with feelings makes productive interaction more likely, a common
ground nearer, and improves the “warmth” of an environment
10.03 Strategies That Work (Or Don’t)
The domination strategy is effective when
The power and resources to direct others
An understanding on the part of power holder of parameters and
consequences and
Some one willing to be led
The absence of any of these factors usually leads to counter-dominance
tactics
If the power of the two parties is nearly equal, you get a stalemate
If power of the two parties is unequal, disagreement is buried and, like a
smoldering fire, will resurface or burst into the flames of open conflict
The smoothing strategy is effective when
One of the parties is receptive to the “sales” tactic of other
Two parties trying to use the smoothing strategy on each other will usually
reach an impasse
Arguments are not persuasive and are irrelevant
They are not listening to one another
Both are trying to sell and neither is willing to buy

In collaboration strategy,
The parties must be willing to consider alternative positions and ideas
Collaboration strategy is not compatible with
Domination
Smoothing
Maintenance strategies

11.00 Breaking Dead Locks

In order to break a dead lock, you can switch over to the following styles
Bargaining
Coexistence
Decision-rule
11.01 Bargaining Style to Break Dead Lock

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Permits parties who are at logger heads to back off

Even if they are fighters, they can still maintain their “tough” positions
within the bargaining context
Adjusting positions to attain some workable solution need not be
perceived as softening their stance
11.02 Coexistence Style to Break Dead Lock
Can break an impasse when there are two clear positions or paths to follow,
one of the parties can follow one course of action and the other can try a
different one
This would be on an experimental basis and both parties have to agree on
terms for determining how to measure the outcomes of such an experiment,
when the experiment would end, and to abide by the result
11.03 Decision Rule Style to Break the Dead Lock
Is the fastest way out of a dead lock
It requires clearly identified options and an agreement by both parties to
accept a fair and clear procedure for choosing one of them (lottery,
seniority, vote etc.)
11.04 Decision Rule Style to Break the Dead Lock
Is the fastest way out of a dead lock
It requires clearly identified options and an agreement by both parties to
accept a fair and clear procedure for choosing one of them (lottery,
seniority, vote etc.)

11.05 Collaboration Style- Strategies in Which Both Parties Win

Pre requisites:
Based on mutual trust and a willingness to disclose one’s true positions
The parties resolve their differences when an agreement is reached that
addresses all of the needs and wishes expressed
Steps to be followed

Don’t impose a decision

Give necessary back ground information
Views should not be sacrificed to avoid conflict
Seek out different views
Try to understand different perspectives
Test ideas for acceptance by the group

11.06 Bargaining Style- A Style That Embraces Two Motives- Competition

And Cooperation

Pre requisites

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Bargaining requires a guarded maneuvering between adversaries

that agree to cooperate
You are trying to reconcile differences through a compromise

Steps to be followed
Have clear, articulated objectives and any relevant supporting information
Look for a zone of benefit
Reluctant negotiators may relay more readily on an impartial intermediary. In
these cases you may consider an out side mediator
Your goal is to strike a favorable bargain:
Make concessions reluctantly
Make concessions to get concessions
Keep issues separate
Determine the needs of the party and relate your bargaining position to
them
Place limits on authority
DEVELOPING EFFECTIVE “BLENDS”
12.01 Why Blends?
While each style has been described as if it were separate and distinct, in
reality the various styles are often combined. Two frequently used “blends” are-

Domination-Smoothing
Bargaining-Collaboration

Domination-Smoothing

12.2.1 When to use?

Use when you want to be firm in your conviction, yet persuasive in dealing
with the party
12.02.02 Example: As a teacher when dealing with the violation of policy with
the student, be forceful in ensuring that the policy is followed, but
persuasive in convincing the student that the policy is appropriate
and should be followed
Bargaining-Collaboration
Use this strategy when the possibility of a “win-win” solution exists
You may start bargaining over fixed resources and then discover a way that a
pool of benefits can be enlarged
At this point you can start collaborating
13.00 Final Steps-
13.01 Closing Constructively
Once you have moved from conflict to resolution, it is important to document the
steps you have taken and have yet to take in converting disagreement to
agreement
Among the steps you might take at this stage are-

Address the “ifs”

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Help the other party “sell” the agreement

Set realistic dead lines FINAL STEPS-

14.00 Evaluating Out Comes-

14.01 Purpose
You have two purposes in your evaluation strategies
Take appropriate corrective actions necessary as the situation unfolds
Learn from your experience in order to ensure more effective handling of
future conflict
14.02 Corrective Actions-Criteria To Be Set
When evaluating the out comes of a conflict, you should attempt to refer to
specific set of criteria
Technical: Is your solution feasible?
Economic: Is your solution more efficient than previous system?
Social-Psychological: Will your solution resolve differences and maintain
harmony with out negative emotional or inter personal side effects
Ethical-Legal: Is your solution fair, moral, and legal?
Political: Will those in power support your solution?

Learning from Experience

15.01 The four-step approach
Use the four step approach to managing disagreement as a helpful self-
examination tool
Diagnosis
Planning
Preparation
Implementation
Leering From Experience –Diagnosis

Did you collect sufficient information?

Were you in too great a hurry?
Were your sources reliable?
Were you too trusting?
Was your assessment of key information, methods, feelings, goals, etc.,
accurate?

Learning From Experience- Planning

Did you consider a full range of conflict management styles before

choosing the one (or appropriate blend) you thought best?
Did you fall back into your same old pattern?
15.04 Learning from Experience- Preparation

Were you able to anticipate the key issues?

Were you under prepared?
Did you prepare too much?

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Were you unable to respond effectively to unexpected events?

Learning From Experience – Implementation

Did you achieve a good level of mutual trust and respect?

Were you able to gather appropriate resources and support for
implementation?
Were you too independent?
Follow Up
16.01 Some tips
Remedial steps should be taken if out comes are off the expected path
Even in cases of successful conflict resolution, it is advisable to maintain
some monitoring in order to ensure that agreements are kept
Your goal as manager is to keep disagreement from exploding into open
conflict.
You may adopt some formal structure that allows individuals to air their
grievances.
You should keep a personal record of your successes and failures in
managing conflict
Keep track of the key points positive or negative
This will let you see where improvements needs to be made,

16.02 Summary
Refer regularly the two key charts
The four step approach
The nine conflict management styles

ANNEXURE 1

Case study 1

Mr. Sivakumar, Graduate in Physics is working as an officer in a Nationalized

Bank. Mrs. Subha, Post Graduate in Physics is working as a P G Assistant in a
Government Aided Higher Secondary School at Nagercoil. At the time of
marriage in 1996, Sivakumar and his family has suggested to Mrs. Subha and
her family members, the proposal for the marriage could be taken up provided
Subha-

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1. Should not mind the qualification difference

2. Should prepare herself to live in joint family
3. Should be prepared to resign her job if circumstances warrant

Subha and her parents accepted to these proposals. Soon after their marriage
Sivakumar got himself transferred to Nagercoil. Now they have two children –
one boy six years old and one girl just eight months old. In 2003, Sivakumar on
his promotion was transferred to a village near Vedaranyam. Though Sivakumar
used to come to Nagercoil from his present station, for one-day weekend he
found it difficult to travel all the way for one-day weekend. The Headmistress of
the school where Subha working, retired and the correspondent of the school
wanted Subha to take up the post but asked an assurance that she would serve
at least 10 years as Headmistress in the school. Sivakumar on the request of the
correspondent met him and told that Subha may have to leave the job, if he could
not get the transfer within one year or in the event of his posting out side the
state. Due to this, another staff, junior to Subha was promoted as Headmistress,
over which Subha is upset.

Assume your self as Sivakumar, how will you manage this Conflict?

ANNEXURE 2

CASE STUDY 2
Sl Case description Strategic style
no
1 Mr. Raman, the good old typist is back to his old pattern of doing
typing for his friends and favorite staff in the polytechnic first. He
has good record of service and no blemishes as to his job
performance. He is due to retire with in two months. Staff are
complaining about this and asking you to take action. As principal
of the polytechnic your strategy to resolve the conflict is
2 You have been assigned to facilitate the orientation workshop of
principals of newly selected CIICP Polytechnics to be held at the
Directorate of Technical Education, Chennai. You have accepted
the assignment and have prepared materials for the workshop.

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Just two das before the workshop, there was acute water problem
in the company where you work as Director. The problem is to be
sorted out, other wise the production will hamper. Though not the
managing director explicitly spelt out your presence to solve the
issue, you have decided to skip the orientation program and
decided to stay. You have contacted one of your ex-colleagues to
facilitate the workshop. He has also agreed. What style will you
adopt to inform your intent to the Coordinator of SPCU?
3 Mr. Muthu Sankar has ordered furniture for his newly built house
at Madurai, from Chennai. The furniture was delivered at home
through a transporting agency, which do not include unloading
charges. The local load man should do the unloading. The
material arrived when Mr. Muthu sankar was in his office. When
Mrs.Muthu Sankar contacted the transporting agency, as to the
loading charges, they said it is to be negotiated with the load man
only and they have no say in that. The load man who has
accompanied the van, is demanding Rs. 150/= which sounds to be
highly exorbitant. When contacted by Mrs. Muthu over phone, Mr.
Muthu has said not to pay more than Rs.50/=. What should be the
style to be adopted by Mrs. Muthu sankar in this case?
4 You are working in a company as Director, with a work force of
eighty that includes operators, supervisors and administrative
staff. Two of your suppliers have give five wristwatches worth of
Rs. 250/= and eight T-shirts worth of Rs. 100/= for distribution to
the staff. The company is just two years old and you know almost
all staff personally. What strategy will you adopt for the
distribution?
5 For your examination administration system, you want to switch
over to computerized automation system from the existing manual
written document system. You have developed software for this
and trained staff also to use the automotive process. But the
departmental heads feel that the both the systems may be
continued for at least next few semesters, to enable them to get
the feed back and then to decide the appropriate system. You as
principal have agreed to the suggestions. What type of strategy
that followed to prevent the conflict in the event of following the
new system?

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ANNEXURE 2 CONTD….
6 Dalits of Chokkadevanpatti hamlet in Madurai District have been
waging a battle since 1981 against powerful caste Hindus who
refuse to vacate the land assigned by the Government for
constructing houses for Adi Dravidars.
To register their protest against the district administration’s
“failure” to secure land, 51 Dalits families, identified as
beneficiaries of the scheme, have announced their intention to
embrace Islam. They set December 6, as dead line.

THE HINDU DT.13-11-2002

What strategy does the affected party follow to resolve the
conflict?
7 Iraq’s parliament today unanimously recommended the rejection of
a United Nations resolution on arms inspection, hours after the
Iraq President; Saddam Hussein’s son urged its acceptance
provided the Arabs were included on the Inspection teams.
Lawmakers, however, said the final decision would be that of Mr.
Hussein.
THE HINDU DT.13-11-2002
What strategy that the Lawmakers have adopted in this case?
8 BOOKING TICKETS: I have asked my travel agent to book tickets
for my North Indian trip visiting places Pune-Mumbai-Indore-
Bhopal-Chennai-Madurai from 23 10 2002 to 1 11 2002, all by
trains. The journey from Bhopal to Chennai I have suggested him
to book the Tamilnadu Express on 31 10 2002, and the journey
from Chennai to Madurai by Vaigai Express on 1 11 2002 with a
condition that I should reach Madurai by 1 11 2002 at any cost.
While browsing through Net, the tickets for all trains are available.
The travel people booked all tickets as per my request except the
Chennai –Madurai e.g. For this they have booked the ticket by the
newly introduced Koodal Express which departs from Chennai
Egmore at 8-20 Hrs on 1 11 2002. The Tamil Nadu express
arrives at Chennai Central at 7 00 Hrs on 1 11 2002. Being
months of monsoon, there is possibility of trains arriving late. I
know the intention of the travel agent that the risk he has taken
considering only to ensure that I should reach on any case by 1 11
2002 and keeping view of my health condition that I should not
loose my sleep in case the Vaigai express arrives late. What
should be the strategy I should adopt with the Travel agent in
changing my original itinerary?
9 The production manager of your company wants to have work on
the ensuing Sunday in three departments to meet target of
container dispatch on the due date. It seems some operators are
reluctant to work on Sunday due to prior commitments as claimed
by them. The production manger approaches you appraise the
situation. He also doubts the reasons stated by the operators. The
workers are recruited on regular basis and on not on contract
basis. You, as director of the company want the work to be carried
out on Sunday as planned. What strategy will you adopt to resolve
the issue?

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NINE CONFLICT MANAGEMENT STYLES

PERSONALMODERATELY PERSONALHIGHLY

3 6 9
DOMINATION BARGAINING COLLABORATION
You unilaterally You jointly look for You jointly work out a
force, persuade, compromise, trade means of integrating
influence or resist offs or take returns opposing views
INTENSITY OF INTERACTION

8
2
5 SUPPORT
SMOOTHING
COEXISTENCE RELEASE
You unilaterally
You jointly find You unilaterally
emphasize
means for both release ( to others)
similarities and
parties to maintain the issue, set the
down play
their differences limits and provide
differences
necessary support

7
4
1 NON-RESISTANCE
IMPERSONAL

DECISION RULE
MAINTENANCE You give no
You jointly establish
You unilaterally resistance to the
objective rules that
avoid confrontation other party’s view
will govern how
or delay action or point and integrate
differences will be
response your efforts with
handled
theirs

FLEXIBILITY POINT OF VIEW

MODERATELY
FIRM FLEXIBLE
FLEXIBLE

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Conflict management