Conflict (process)

A conflict is a clash of interest. The basis of conflict may vary but, it is always a part of society. Basis of
conflict may be personal, racial, class, caste, political and international. Conflict in groups often follows a
specific course. Routine group interaction is first disrupted by an initial conflict, often caused by differences
of opinion, disagreements between members, or scarcity of resources. At this point, the group is no longer
united, and may split into coalitions. This period of conflict escalation in some cases gives way to a conflict
resolution stage, after which the group can eventually return to routine group interaction.

Contents
Definitions
Role of emotion in inter-group relations
Types
Five beliefs that propel groups toward conflict
Conflict escalation
Uncertainty and commitment
Perception and misperception
Misattribution
Misperceiving motivations
Soft tactics and hard tactics
Reciprocity and upward conflict spiral
Few and many
Irritation and anger
Conflict resolution
Conflict mediation
See also
References

Definitions
M. Ajit notes there is no single universally accepted definition of conflict.[1] He notes that one issue of
contention is whether the conflict is a situation or a type of behaviour.[2]

Citing a review of definitions of organisational conflicts in 1990 by Robert A. Baron,[3] Rakhim notes the
following common elements in the definitions of conflict:[2], having developed from their past interactions;
Building on that, the proposed definition of conflict by Rakhim is "an interactive process manifested in
incompatibility, disagreement or dissonance within or between social entities."[2] Rakhim also notes that a
conflict may be limited to one individual, who is conflicted within himself (the intrapersonal conflict).[2]
To take another definition of conflict, Michael Nicholson defines it as an activity which takes place when
conscious beings (individuals or groups) wish to carry out mutually inconsistent acts concerning their wants,
needs or obligations.[4] Conflict is an escalation of a disagreement, which is its common prerequisite, and is
characterized by the existence of conflict behavior, in which the beings are actively trying to damage one
another.[5] Rakhim lists some manifestations of conflict behavior, starting with disagreement, and followed
by verbal abuse and interference.[6]

Role of emotion in inter-group relations

A key player in inter-group relations and conflict is the collective sentiment a person’s own group (in-group)
feels toward another group (out-group). These intergroup emotions are usually negative, and range in
intensity from feelings of discomfort when interacting with a member of a certain other group to full on
hatred for another group and its members. For example, in Fischer's (https://oxford.academia.edu/MichaelFi
scher) organisational research at the University of Oxford, inter-group conflict was so 'heated' that it became
mutually destructive and intractable, resulting in organisational collapse.[7][8]

Out-group-directed emotions can be expressed both verbally and non-verbally, and according to the
stereotype content model, are dictated by two dimensions: the perceived warmth (How friendly and sincere
is the other group?) and competence of the other group (How skillful is the other group?). Depending on the
perceived degree of warmth and competence, the stereotype content model predicts four basic emotions that
could be directed toward the out-group (Forsyth, 2006).

1. Envy. Results when the out-group is perceived to have high competence, but low warmth
(Cuddy, Fiske & Glick, 2007). Envious groups are usually jealous of another group’s symbolic
and tangible achievements and view that group as competition (Forsyth, 2006).
2. Contempt. The out-group is taken to be low in both competence and warmth (Cuddy, Fiske &
Glick, 2007). According to Forsyth, contempt is one of the most frequent intergroup emotions.
In this situation, the out-group is held responsible for its own failures. In-group members also
believe that their conflict with the out-group can never be resolved (Forsyth, 2006).
3. Pity. Out-groups that are believed by the in-group to be high in warmth but low in competence
are pitied (Cuddy, Fiske & Glick, 2007). Usually pitied groups are lower in status than the in-
group, and are not believed to be responsible for their failures (Forsyth, 2006).
4. Admiration. Admiration occurs when an out-group is taken to be high in both warmth and
competence, however admiration is very rare because these two conditions are seldom met
(Cuddy, Fiske & Glick, 2007). An admired out-group is thought to be completely deserving of
its accomplishments. Admiration is thought to be most likely to arise when a member of the in-
group can take pride in the accomplishments of the out-group, and when the out-group
achieving does not interfere with the in-group (Forsyth, 2006).

Emotions could be influenced by gender. Results of Ingram et al. (2012) study shows ,,Feelings of anger
were hypothesized to be reported more often in the descriptions of past conflicts of boys than in the
descriptions of past conflicts of girls". On the other hand: "boys were no more likely than girls to describe
feelings of anger ensuing from a conflict". Cause of this interesting fact remains unclear although is
discussed in Trnka's study (2013).[9]

Types
Conflict is rarely seen as constructive; however, in certain contexts (such as competition in sports), moderate
levels of conflict can be seen as being mutually beneficial, facilitating understanding, tolerance, learning,
and effectiveness.[10] Sophia Jowett differentiates between content conflict, where individuals disagree
about how to deal with a certain issue, and relational conflict, where individuals disagree about one another,
noting that the content conflict can be beneficial, increasing motivation and stimulating discussion, whereas
the relational conflicts decreases performance, loyalty, satisfaction and commitment, and causes individuals
to be irritable, negative and suspicious.[10] Irving Janis proposed that conflict is beneficial in groups and
committees to avoid the error of "group think".[11]

Jehn and Mannix have proposed a division of conflicts into three types: relationship, task, and process.[12]
Relationship conflict stems from interpersonal incompatibilities; task conflict is related to disagreements in
viewpoints and opinion about a particular task, and process conflict refers to disagreement over the group’s
approach to the task, its methods, and its group process.[12] They note that although relationship conflict and
process conflict are harmful, task conflict is found to be beneficial since it encourages diversity of opinions,
although care should be taken so it does not develop into process or relationship conflict.[12]

Task conflict has been associated with two interrelated and beneficial effects. The first is group decision
quality. Task conflict encourages greater cognitive understanding of the issue being discussed. This leads to
better decision making for the groups that use task conflict.

The second is affective acceptance of group decisions. Task conflict can lead to increased satisfaction with
the group decision and a desire to stay in the group.[13]

Amason and Sapienza in turn differentiate between affective and cognitive conflict, where cognitive conflict
is task-oriented and arises from differences in perspective or judgment, and affective conflict is emotional
and arises from personal differences and disputes.[14]

Five beliefs that propel groups toward conflict

Roy Eidelson and Judy Eidelson (2003) investigated some of the important roles that beliefs may play in
triggering or constraining conflict between groups. On the basis of a review of relevant literature, five belief
domains stand out as especially noteworthy: Superiority, injustice, vulnerability, distrust and
helplessness.[15]

1. Superiority

Individual-level core belief: This core belief revolves around a person's enduring conviction
that he or she is better than other people in important ways. The cluster of attitudes
commonly associated with this belief includes a sense of specialness, deservingness, and
entitlement.
Group-level worldview: Many of these elements are also present in the superiority
worldview at the group level. This worldview encompasses shared convictions of moral
superiority, chosenness, entitlement and special destiny. Several joint working committees of
the American Psychological Association have identified "belief in the superiority of one
group's cultural heritage (history, values, language, traditions, arts and crafts, etc.) over
another's as a defining characteristic of the phenomenon they termed ethnocentric
monoculturalism.[16]

2. Injustice

Individual-level core belief: The perceived mistreatment by specific others or by the world
at large. This mindset can lead the individual to identify something as unfair which is merely
unfortunate, and thereby to inappropriately engage in retaliatory acts.
Group-level worldview: The injustice worldview reflects the in-groups conviction that it has
significant and legitimate grievances against another group. This mindset can mobilize
powerful and violent collective insurgencies, especially because shared perceptions of
injustice typically heighten the identification and allegiance that individuals feel towards their
 group. Further, these assessments of mistreatment are particularly common across cultural
divides because different cultures tend to have different definitions for what constitutes
justice, and different norms for how it should be achieved.

3. Vulnerability

Individual-level core belief: The vulnerability core belief revolves around a person's
conviction that he or she s perpetually living in harm's way. Vulnerability involves a person's
perception of him or herself as subject to internal or external dangers over which control is
lacking, or is insufficient to afford him or her a sense of safety.
Group-level worldview: Important parallels to this individual-level core belief are present in
a collective vulnerability worldview that again appears to be widespread among ethnic
groups. Fears about the future are the most common cause of ethnic conflicts and often
produce spiralling violence. The vulnerability worldview is catastrophic thinking in which a
group's imagined worst case scenarios take on the inexorable logic of inevitability.

4. Distrust

Individual-level core belief: This core belief focuses on the presumed hostility and malign
intent of others. The critical role played by issues of trust in individual psychological
development has long been recognized. The expectation that others will hurt, abuse,
humiliate, cheat, lie, or take advantage usually involves the perception that harm is
intentional or the result of unjustified and extreme negligence. People who consistently
assume the worst about the intentions of others prevent truly collaborative relationships from
developing.
Group-level worldview: As an extension of this individual-level core belief to larger groups.
the distrust worldview focuses specifically on perceptions of out groups and revolves around
beliefs that the other is untrustworthy and harbors malign intentions toward the in-group.

5. Helplessness

Individual-level core belief: The conviction that even carefully planned and executed
actions will fail to produce desired outcomes. In some cases, the individual may perceive
him or herself as lacking the ability necessary to attain a goal. Regardless of the extent to
which helplessness is a matter of distorted perception or objective reality, this core belief
tends to be self-perpetuating because it diminishes motivation.
Group-level worldview: The helplessness worldview describes a collective mindset of
powerlessness and dependency. The extent to which a group perceives itself as helpless
reflects assessments not only of its capabilities, but also of whether the environment is rich
or poor in opportunities for group advancement.

Conflict escalation
Although the involved parties may hope to reach a solution to their dispute quickly, psychological and
interpersonal factors can frustrate their attempts to control the conflict, and in this case, conflict escalation
occurs. A number of factors including increased commitment to one's position, use of harder influence
tactics, and formation of coalitions propel the escalation of the conflict.[17]

Uncertainty and commitment

As conflicts escalate, group members' doubts and uncertainties are replaced with a firm commitment to their
position. People rationalize their choices once they have made them: they seek out information that supports
their views, reject information that disconfirms their views, and become more entrenched in their original
position (also see confirmatory bias).[18] Additionally, people believe that once they commit to a position
publicly, they should stick with it. Sometimes, they may realize the shortcomings of their views, but they
continue defending those views and arguing against their opponents just to save face.[19] Finally, if the
opponents argue too strongly, reactance may set in and group members become even more committed to the
position.[20][21]

Perception and misperception

Individuals' reactions to the conflict are shaped by their perception of the situation and people in the
situation. During the conflict, opponents' inferences about each other's strengths, attitudes, values, and
personal qualities tend to be largely distorted.[22]

Misattribution

During the conflict, people explain their opponents' actions in ways that make the problem worse.
Fundamental attribution error occurs when one assumes that opponents' behavior was caused by personal
(dispositional) rather than situational (environmental) factors.[23] When conflict continues for a while,
opponents might decide that this conflict is intractable. People usually expect intractable conflicts to be
prolonged, intense, and very hard to resolve.[24]

Misperceiving motivations

During the conflict, opponents often become mistrustful of one another wondering if their cooperative
motivations were replaced by competitive ones. This loss of trust makes it difficult to return to the
cooperative relationship. People with competitive SVOs are the most inaccurate in their perception of
opponents' motivation. They often think that others compete with them when in fact, there is no competition
going on.[25] Competitors are also more biased in their search for information that confirms their suspicions
that others compete with them.[26] They also tend to deliberately misrepresent their intentions, sometimes
claiming to be more cooperatively oriented than they actually are.[27]

Soft tactics and hard tactics

People use soft tactics at the outset of the conflict, but as it escalates, tactics become stronger and harder. To
demonstrate this phenomenon, Mikolic, Parker, and Pruitt (1997)[28] simulated a conflict situation by
creating a "birthday card factory" with study participants who were paid a small amount for each card they
manufactured using paper, colored markers, and ribbons. The work went well until researchers' confederate
who posed as another participant started hoarding production materials. Initially, group members tried to
solve the problem with statements and requests. When these methods failed they shifted to demands and
complaints, and then to threats, abuse, and anger.

Although hard tactics can overwhelm the opponent, they often intensify conflicts. Morton Deutsch and
Robert Krauss (1960)[29] used trucking game experiment to demonstrate that capacity to threaten others
intensifies conflict. They also showed that establishing a communication link does not always help to solve
the dispute.[30] If one party threatens the other, the threatened party will fare best if it cannot respond with a
counterthreat.[31][32] Equally powerful opponents, however, learn to avoid the use of power if the fear of
retaliation is high.[33]

Reciprocity and upward conflict spiral

In many cases, upward conflict spirals are sustained by the norms of reciprocity: if one group or person
criticizes the other, the criticized person or group feels justified in doing the same. In conflict situations,
opponents often follow the norm of rough reciprocity, i.e. they give too much (overmatching) or too little
(undermatching) in return. At low levels of conflict, opponents overmatch their threats, while at high levels
of conflict they undermatch their threats. Overmatching may serve as a strong warning, while
undermatching may be used to send conciliatory messages.[34]

Few and many

When conflicts erupt, group members use coalitions to shift the balance of power in their favor, and it is
typical for multiparty conflicts to reduce to two-party blocks over time. Coalitions contribute to the conflict
because they draw more members of the group into the affray. Individuals in coalitions work not only to
ensure their own outcomes but also to worsen outcomes of non-coalition members. Those who are excluded
from the coalition react with hostility and try to regain power by forming their own coalition. Thus,
coalitions need to be constantly maintained through strategic bargaining and negotiation.[35]

Irritation and anger

It is generally difficult for most people to remain calm and collected in a conflict situation. However, an
increase in negative emotions (i.e. anger) only exacerbates the initial conflict. Even when group members to
discuss their positions calmly and dispassionately, once they become committed to their positions, an
emotional expression often replaces logical discussion.[36] Anger is also contagious: when group member
negotiates with someone who is angry, they become angry themselves.[37]

Conflict resolution
Nicholson notes that a conflict is resolved when the inconsistency between wishes and actions of parties is
resolved.[38] Negotiation is an important part of conflict resolution, and any design of a process which tries
to incorporate positive conflict from the start needs to be cautious not to let it degenerate into the negative
types of conflict.[10]

Conflict mediation

Conflict is a social process that is exacerbated when individual members of a group take sides in the debate.
Among the methods to resolve conflict is mediation of the dispute by a group member not currently
involved in the dispute. More specifically, a mediator is defined as a person who attempts to resolve a
conflict between two group members by intervening in this conflict. Put simply, the mediator can be thought
of as a disinterested guide directs the disputants through the process of developing a solution to a
disagreement (Forsyth, 2006).

Although the tendency will be for group members who are uninvolved in the dispute to remain uninvolved,
in some cases, the sheer intensity of the conflict may escalate to the point where mediation is unavoidable.
Third party mediation of the conflict opens avenues for communication between group members in conflict.
It allows members to express their opinions and request clarification of other member’s standpoints while
the mediator acts as a form of protection against any shame or “loss of face” that either disputant may
experience. This can be done by shedding a positive light on the reconciliation that was made during the
mediation process. For instance, if it was negotiated that two cashiers will rotate the weekends they work,
the mediator might point out that now each worker gets a weekend off every two weeks (Forsyth, 2006).
The mediator can also offer assistance in refining solutions and making counter-offers between members,
adjusting the time and location of meetings so that they are mutually satisfying for both parties (Forsyth,
2006).

According to Forsyth (2006), there are three major mediation approaches: Inquisitorial procedure- Using
this procedure, the mediator asks each of the disputants a series of questions, considers the two sets of
responses, and then selects and imposes a mandatory solution on the members. The inquisitorial procedure
is the least popular approach to mediation.

Arbitration- Here, mediation involves the two disputants explaining their arguments to the mediator, who
creates a solution based on the arguments presented. Arbitration is best for low intensity conflict, but is the
most favored mediation style overall.

Moot- The moot approach involves an open discussion between disputants and the mediator about the
problems and potential solutions. In the moot approach, the mediator cannot impose a mandatory solution.
After arbitration, a moot is the most preferred mediation style.

In practice, conflict resolution is often interwoven with daily activities, as in organizations, workplaces and
institutions. Staff and residents in a youth care setting, for instance, interweave everyday concerns (meals,
lessons, breaks, meetings, or other mundane but concerted projects) with interpersonal disputes.[39][1] (htt
p://skdrustvo.blogspot.rs/2017/01/conflicts-and-way-to-resolve-them.html)

See also
Dassler brothers feud
Feud
Conflict theories
Consensus decision-making
Peace and conflict studies
Social conflict
Sociology of peace, war, and social conflict
Military conflict

References
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