Conflict management

1. Diagnosing conflict
Osoro M fredrick
0717268348

2. “If you are patient in one moment of anger ,you
will escape a hundred days of sorrow”
-Chinese Proverb
“Do not find fault, find remedy..”
- Henry Ford

3. There are three perspectives on handling
interpersonal conflicts
Time perspectives
Person perspectives
Issues perspectives

4. Time perspectives
• Short-term
• Intermediate-term
• Long-term

5. Person Perspective
• Individual dispuntant
• Joint dispuntant
• Systemic
• Institution or society

6. Issues perspectives
• Four dimensions of issues perspectives:
Process versus outcome
Narrow versus broad
Monentary versus monentary, tangible versus
intangible
Prospective versus retrospective

7. • N/B :Evaluation of interpersonal conflicts
depends on how it is handled!!
• Conflict diagnosis allow the user to choose the
best strategy and the best tools to handle the
conflict well

8. Conflict diagnosis
Astructured process for understanding and
responding to interpersonal conflicts
The process is multidimensional and
multidisplinary

9. Usefulness of conflict diagnosis
Clarifies what drives a conflict and hinders its
solution
Points towards useful strategies for
understanding and resolving conflict.
Helpes users to choose ADR processes

10. Who needs to know about conflict
diagnosis?
I. Conflict Gamers and conflict Phobics
 Useful to provide calming, directive and
empowering influence to people who fear
being involved in conflict called (“conflict
phobics”)
 Useful to provide alternative strategic
choices for people who enjoy conflict
(“conflict gamers”)

11. Who needs to know about conflict
Diagnosis?
II. Conflict Professionals
Rigorous Framework designed to assist in
strategic choice
-Framework for understanding ADR processes
and what distinguishes them from one
another.

12. Bebefits of C. D
• Empowers and calms down “conflict phobics”
• Provides additional options for “conflict
gamers”
• Allows better choice of dispute resolution
processes

13. Conflict diagnosis(process)
• Describe /map the conflict
• Identify resources
• Analyze interests
• Characterize the conflict
• Consider trust
• Identify impediments to settlement
• Address negotiation styles and preferences
• Consider power
• Maximize the Best Alternative To a Negotiated
Agreement (BATNA)

14. Negotiation style
• Avoidance
• Adversarial/Competetive
• Accommodating/Compromising
• Cooperative/Collaborative