Conflict, Mediation Strategies, and Communication Types

The Nature of Conflict

Conflict is a naturally existing problem in our society and the world as a whole. Conflict exists at all levels and is, to a certain extent, quite natural and inevitable. With a functionalist approach, it can be said that the existence of conflict is somewhat important for society. It is, however, an understatement to say that we live amidst conflict. Conflict is present at every level in society, and people at every moment are reassuring each other that they are having a "discussion" rather than a conflict, when in reality this is often not the case. Even in organizations, many professionals are hired to ensure a conflict-free planning and implementation process. Not everyone would agree with another person's point of view, and this is what may lead to internal conflicts. People sometimes hold the perception that admitting the existence of a conflict is a sign of weakness, failure, and surrender to hopelessness (Mayer, 2002).

This uncertainty about conflict presents the basic challenge for those who attempt to resolve it. The way the nature and context of conflict are analyzed reflects the individual's own attitude and approach toward the problem. The perception of a situation may vary from person to person, and everyone judges it from various angles. Conflict may be seen as a feeling, a disagreement, an argument, or an issue that needs to be addressed. The first and foremost step in resolving conflict is to accurately judge and assess its nature and handle it accordingly. The essential tools in this analysis are the interactions that contribute to building conflict. The roots and origin of conflict can be identified through this process, and the participants as well as the context can be easily analyzed.

Sometimes we engage in conflict subconsciously and make certain assumptions about its nature that may or may not be true. Whether these assumptions end up being helpful or limiting depends on the situation. These assumptions may also hinder one from considering other options for analyzing the situation and finding solutions. There is an increasing need to challenge these assumptions and be practical in how a situation is judged. As the way of handling situations and resolving issues becomes more powerful and nuanced, the values that create peace in society are also instilled and carried out more effectively. However, in order to achieve this stability and effectiveness, individuals need to be open to acceptance and change in their thinking and mindsets. The framework for understanding conflict is a lens through which conflict becomes clearer and easier to analyze; there are different ways to view the same situation and address it accordingly.

Seen as a perception, conflict is essentially someone's understanding and belief that what he or she believes and wants is incompatible with someone else's desires. This cognitive and subjective sense gives rise to conflict when another person appears to hold a different opinion. This incompatibility can be one-sided or mutual. It is still justified to consider conflict as existing even when it comes from only one side, because that individual will act according to what he or she perceives and feels, assuming the other person may not share the same interests.

Conflict may also produce an emotional reaction and give rise to disagreement between two individuals. Emotions such as fear, sadness, depression, bitterness, anger, or hopelessness may be felt as a result of disagreements and conflicts. If these emotions are experienced in relation to someone or something that happened involving someone, it is easily recognizable that conflict exists. Sometimes people start arguing and fighting for its own sake, and the true purpose is lost along the way. In such situations, they are still in conflict because they acknowledge it and feel it. It often begins with one person recognizing that they are in a conflict; his or her feelings and attitude toward the other automatically change and are thus reciprocated by the other individual as well (Mayer, 2002).

Conflict may also result from the actions we take to express how we feel and perceive things. Sometimes, in order to get what we want, we must interfere with someone else's motives and desires. This is a direct way to provoke action against someone that can bring up conflict and may turn violent or destructive. In opposition to this, behavior that is constructive, friendly, and calm should be encouraged. Even so, getting what one wants may drive a person to go to great lengths, creating situations that lead to conflict in the process.

The nature of conflict is such that it bottles up emotions on both sides over time. If one person holds something against another, his or her attitudes and reactions will change, eventually communicating that tension and igniting conflict between both parties. Conflict is not a static situation; people often move in and out of it, continually shifting across the three dimensions as well. Even though the three dimensions are linked, a change in one does not necessarily produce a directly proportional change in another. For instance, a person who is emotionally charged may eventually lose track of the actual reason for the conflict and fail to accurately judge the nature of the dispute itself. This makes conflict very confusing and quite unpredictable (Mayer, 2002).

There are situations in which two people's motives differ but neither is aware of what the other intends. This can only turn into conflict when at least one becomes aware of the diverging opinions. Conflict therefore only exists when one of the three dimensions comes into play and the possibility of any type of conflict arises. Everyone has the potential to experience conflict with the various people they encounter every day. Human interaction creates the ground for this possibility because it is natural for people to hold differing opinions and points of view — we all agree to disagree. Conflict therefore takes place only when it manifests in at least one of the three dimensions described.

Conflict has many causes and sources of origin. It is one of human beings' basic instincts, and it is part of our nature to engage in conflicts and disagree with one another. Conflict arises from the different structures and institutions in society, differences in power and authority, and the struggle to achieve what one wants. The theories that are devised serve as frameworks, but the basic focus is on how to prevent conflict from occurring and how to apply those theories practically. If one successfully identifies a framework to trace the source and origin of conflict, it becomes far easier to handle the situation. When we are able to identify the root cause of a conflict and the forces that produced it, it becomes easier to identify what measures should be taken in order to resolve it.

What Causes Conflict?

At the center of conflict is usually the desire to fulfill human needs. People tend to engage in conflict behavior because they have certain needs that are incompatible with those of others. Sometimes conflict cannot be resolved or ended until these needs are either fulfilled or compensated for in some way. However, needs do not exist in a vacuum; they are present alongside other factors that contribute to the generation of conflict. To successfully address and meet an individual's needs, those forces must be worked through, and it must be analyzed how each force affects the person in achieving what he or she wants. The five basic ways in which conflict arises among people are: the way people communicate with each other, the emotions they express, the values they hold, the structures within which conflict occurs, and the history and background of the situation (Mayer, 2002).

Humans tend to have imperfect communication processes. This imperfection is sometimes the source of conflict — whether it involves compatibility of interests or any other reason, it often becomes hard to resolve. Human communication has attracted significant research interest, producing a body of literature examining why communication often fails and how resolution can be achieved. What these researchers seek to understand is why it is hard for humans to communicate what they want, and how communication breaks down when people are emotionally charged. It has been found that the problem often lies with the communicator, who believes he or she has clearly conveyed a message when in reality this may not be the case — and this is what leads to conflict. When the other person acts in the opposite way or does not follow instructions, that person is associated with bad faith and his or her actions are misinterpreted. This clearly illustrates how communication can give rise to conflict.

Many factors may contribute to communication problems — culture, age, gender, social background, and others can all serve as barriers to effective communication. People tend to rely on assumptions they make about someone, or they stereotype others and allow these assumptions to shape their communication, which greatly affects their interactions. They form conclusions in their minds before their message has even been delivered and before the other person has had enough time to interpret and act upon it. At certain times, the communication process may take a while to succeed; it may take the person some time to focus and respond, during which the other party may become annoyed, irritated, or pass a judgment that leads to conflict.

Emotions are another root cause of conflict. If humans possessed the capability of being rational at all times and staying calm in handling situations, a great many conflicts could be prevented. Rationality is essential both for navigating an existing conflict and for preventing such situations from arising in the first place. At times, behavior seems to control our emotions; at other times it is the reverse. Both, however, play an equally important role in contributing to the energy of a conflict. They can generate strength, courage, and perseverance, drawing the person further into the conflict situation (Saunders, 2007).

Emotions may be generated by previous experiences or by the actions and interactions of others. When in an argument, people usually act on first instincts and do not think rationally enough to analyze the context and determine the best course of action. Emotions are often charged with anger, fury, and a desire for revenge. Even though actions taken in the moment may be regretted later, this is rarely kept in mind while the conflict is ongoing. When a conflict takes place, individual emotional responses are common among all parties. To address this, it is important to vent emotions and feelings in some way, as well as to put oneself in someone else's position to understand how they feel. However, venting emotions alone is often not enough. A better option is to discuss the issue rationally and calmly, working toward actual solutions — such as establishing a safe environment in which feelings can be expressed. Sometimes, emotions must be suppressed altogether if the situation does not allow for them to be aired.

Values are the beliefs an individual holds about what is right and wrong, what his or her principles are, and how to live life. A conflict that results from a disagreement about values is often highly charged and can escalate considerably. People typically hold their values as very important and close to them, and when these are challenged, it can feel like a personal attack, which leads to conflict. It thus becomes difficult to compromise, and individuals feel that their integrity and strength are being called into question.

Some conflicts may be rooted in genuine value differences, but the disputants still have a choice in how they label them. Often, when individuals are uncertain and lack a clear understanding of their own values, they are tempted to frame everything as right or wrong and begin arguing over nothing. This narrows a person's acceptance and closes off cooperative skills, making him or her unwilling to listen to the other's point of view. It is often easier to engage in conflict when a person views himself or herself as honorable and virtuous while casting the opponent as evil or malicious. Such a framing makes it easier for the conflict to escalate. Although values are a source of conflict, they can also place barriers on escalation. Disputants may find common ground in shared beliefs and values, and in relationships that require compromise and joint effort to preserve (Mayer, 2002).

Another source of conflict is the structure within which it takes place. Decision-making processes, time constraints, resources, communication channels, and the physical environment are all elements of structure. Even in situations where individuals come together on common ground to cooperate, the structure may generate conflict between them. This structure makes it difficult for both parties to compromise and to settle matters. Other structural elements that can be sources of conflict include the proximity of the disputants, resource distribution, accessibility to information, organizational hierarchy, and political parameters. It is possible to resolve conflict by adjusting these structures, but sometimes it is the acceptance of existing structures that provides the resolution.

Conflict is not separate from the historical background of the situation. The people involved in a conflict obviously share a history and a context that shape how they relate to each other and how they influence the course of the conflict. History is the primary provider of the actual momentum of a dispute. Results are often distorted and biased when the historical background is not adequately examined. It may sometimes appear that history is a determinant of the conflict itself, but this is not always true. Certain conflicts within countries, religions, or political parties are far more serious and require a detailed analysis of historical background, because without it, judging the situation and finding a solution would be very difficult.

Positive communication can help avoid conflicts and produce better outcomes. As noted above, miscommunication is one of the key reasons why conflicts occur at different levels. Poor communication techniques can prevent a message from being received properly. Miscommunication between a boss, a colleague, and employees can create significant problems for organizations and cause considerable damage. It can also, at times, lead to the end of a relationship, contract, or partnership (Cesaratto, 2006).

Several positive communication techniques can be applied to reduce conflict:

Positive Communication Techniques

Attentiveness: Paying close attention and listening carefully to what is being said is an important aspect of avoiding misunderstandings that lead to conflict. Before forming a judgment or opinion, it is necessary to hear the other person out and then reflect on what was said if anything still seems unclear or inappropriate. Asking questions to confirm or clarify something that has not been conveyed properly is part of attentive listening and fact-verification, both of which can prevent disputes later. Constantly interrupting someone mid-conversation may cause the speaker to lose track of what was being said (Wakeland, 2006). For instance, in a business meeting, if a colleague is explaining something, it is better to listen attentively, note what is unclear, and ask questions afterward rather than stopping the speaker repeatedly — which hinders the flow of communication. Creating positive communication habits is essential for maintaining a conflict-free environment.

Body Language: Body language may not seem particularly important, but it holds significant value in supporting positive communication. A listener's body language signals to the speaker that he or she is being heard and understood. Attentive body language also sustains the interest and pace of the speaker and keeps him or her focused (Ladkin, 2011).

Summarizing and Clarifying: The process of summarizing and clarifying ensures that the speaker and listener are aligned and in agreement, which can prevent problems later if either party disagrees or confusion arises. Taking time to summarize and confirm all points makes it easier to prevent things from going off course and leads to effective communication and the avoidance of conflict.

Non-Verbal Communication: Non-verbal communication is the message conveyed without words. Maintaining eye contact and adopting an appropriate posture are ways in which non-verbal cues support positive communication and help ensure that a message gets across effectively.

Right Medium of Communication: To ensure that a message reaches the intended person and is understood, it is essential to choose the appropriate communication medium, which usually depends on the nature of the message and the intended recipient. If an instruction is clear-cut, formal feedback may not be critical; however, there are instances where feedback is important to confirm successful delivery of the message.

Conclusion

Mayer, B. (2002). The Dynamics of Conflict Resolution: A Practitioner's Guide. San Francisco: Jossey-Bass. ISBN: 078795019X

Moore, C. (2003). The Mediation Process: Practical Strategies for Resolving Conflict (3rd ed.). San Francisco: Jossey-Bass.

Wakeland, Shannon. 2006. Positive Communication Techniques.