Conflict Models

1. Conflict Resolution as a Process

Effective conflict resolution involves a structured process designed to address and resolve disputes in a fair and thorough manner. The general conflict resolution process includes several key steps: identifying the conflict, understanding the interests of all parties, brainstorming possible solutions, evaluating alternatives, and agreeing on the best solution. This systematic approach ensures that all parties feel heard and that the resolution is equitable.

As you will see below, many different models, theories, and approaches can be employed to enhance the effectiveness of conflict resolution. Each of these models provides valuable insights and techniques for managing conflicts, whether in personal relationships, workplace environments, or broader societal contexts. By applying these models, individuals and organizations can navigate conflicts more effectively, leading to better outcomes and stronger relationships.

2. Conflict Resolution Models

Understanding conflict and various models for its resolution is essential for effectively managing and resolving disputes. Here are some of the key conflict models used today.

2a. The Thomas–Kilmann Conflict Model Instrument (TKI)

The Thomas–Kilmann model is a well-regarded framework designed to help individuals and organizations understand and navigate different conflict styles. Developed by Kenneth Thomas and Ralph Kilmann, the Thomas–Kilmann Conflict Model Instrument (TKI) categorizes conflict resolution into five distinct styles based on two key dimensions: assertiveness and cooperativeness. These styles—competing, collaborating, compromising, avoiding, and accommodating—offer insights into how people typically handle conflicts and provide strategies for addressing disputes effectively. By identifying one’s preferred style and understanding others’ approaches, the Thomas–Kilmann model facilitates more effective communication and problem-solving, enabling individuals and teams to manage conflicts in a way that balances personal goals with the needs of others.

• Competing: High assertiveness and low cooperativeness, where one’s own needs are prioritized over others; useful in situations requiring quick, decisive action
• Collaborating: High assertiveness and high cooperativeness, aiming for a win-win solution that satisfies all parties; best for resolving important issues while maintaining relationships
• Compromising: Moderate assertiveness and cooperativeness, finding a middle ground where each party makes concessions; effective for achieving temporary or expedient solutions
• Avoiding: Low assertiveness and cooperativeness, withdrawing from the conflict; suitable for trivial issues or when more information is needed before addressing the conflict
• Accommodating: Low assertiveness and high cooperativeness, prioritizing others’ needs over one’s own; used to preserve relationships when the issue is more important to the other party.

2b. The Interest-Based Relational (IBR) Approach

The interest-based relational (IBR) approach focuses on building mutual respect and understanding. This model encourages separating the problem from the person, focusing on interests rather than positions, and collaborating to find solutions that satisfy both parties.

IN CONTEXT

Imagine a scenario where two roommates, Alex and Jordan, are in conflict over household chores. Alex feels overwhelmed because they are doing most of the cleaning, while Jordan thinks they are contributing equally by taking care of other tasks like grocery shopping.

Using the IBR approach, they decide to sit down and have an open discussion. Instead of focusing on their positions (Alex insisting on more help with cleaning and Jordan defending their current contributions), they talk about their underlying interests.

Alex’s interests:

• Having a clean and organized living space
• Feeling chores are fairly distributed
• Reducing personal stress

Jordan’s interests:

• Ensuring a comfortable and functional home
• Having time for personal activities and work
• Contributing in a way that fits their strengths

By separating the problem from the person and focusing on interests, they collaborate to find a solution that satisfies both. They agree to create a chore schedule that includes both cleaning and grocery shopping, ensuring tasks are balanced and considering each other’s preferences and strengths. This approach not only resolves the conflict but also improves their communication and strengthens their relationship, creating a more harmonious living environment.

2c. Circle of Conflict

The circle of conflict identifies the underlying causes of conflict, which can include relationship, data, interest, structural, and value issues. This model helps in diagnosing and addressing the root causes of conflict, rather than just its symptoms.

EXAMPLE

In a midsize company, tension exists between IT and HR departments, affecting productivity.

The circle of conflict model identifies causes:

• Relationship issues: There are personal disagreements and a lack of trust.
• Data issues: There is miscommunication about IT policies.
• Interest issues: There are differing departmental priorities.
• Structural issues: There are organizational barriers to collaboration.
• Value issues: IT values security, but HR values accessibility.

By applying the circle of conflict model, company leadership takes the following steps:

1. Facilitating open communication: It organizes a series of meetings with representatives from both departments to discuss their concerns and perceptions openly. This can help address relationship and data issues by fostering understanding and transparency.
2. Clarifying roles and responsibilities: It develops clear guidelines and protocols that outline the responsibilities of each department. This can mitigate structural issues by ensuring that both departments know what is expected of them and how they should collaborate.
3. Aligning interests: It finds common ground by identifying shared goals. For instance, both departments ultimately want to support the company’s operations. Highlighting these shared interests can help bridge gaps and reduce tension.
4. Balancing values: It works on creating a balanced approach that considers both security (IT’s value) and user accessibility (HR’s value). This could involve implementing more user-friendly security measures or providing training to HR staff on the importance of certain IT protocols.

By addressing these underlying causes, any conflict relating to the tension between departments can be resolved in a way that satisfies both departments, leading to a more harmonious and productive work environment.

2d. The Cooperative Model

The cooperative model is an approach to conflict resolution that encourages parties to see themselves as partners working together to solve problems. 

EXAMPLE

You might see this in a community where people come together with common interests, such as the best ways to develop the community, preserve safety, and grow business. The community members see themselves as partners working to solve whatever problems might arise. 

EXAMPLE

You can also see the cooperative model within a personal relationship. You may have a conflict with someone over a differing viewpoint, a different belief system, a goal, or a need. You want to sit down with that party and cooperate to see if there’s a way you could move past your differences in order to meet both of your needs.

2e. The Human Needs Model

The human needs model reflects that certain universal human needs, often described in hierarchical terms, influence parties’ goals in conflict. In other words, there are basic human needs that we all have, and these needs fall on a scale. At the bottom of that scale are survival needs, such as food, shelter, and safety. If those needs aren’t met, then we aren’t even going to think about anything else. 

IN CONTEXT

Consider two groups in a negotiation:

Group A has recently unemployed individuals struggling to pay rent, buy food, and support their families. Their immediate needs are basic survival and security. Ensuring these fundamental needs are met will be the primary focus of any negotiation or conflict resolution process involving this group.

Group B has individuals with stable jobs and incomes. Their needs are higher on Maslow’s hierarchy, focusing on self-esteem and recognition. Their most pressing need in a conflict might be achieving acknowledgment for their hard work.

Understanding these differing needs is crucial to tailoring the negotiation approach to effectively address each group’s specific concerns and priorities.

2f. Principled Negotiation

While the human needs model focuses on addressing the underlying emotional and psychological needs to resolve conflicts, principled negotiation emphasizes finding mutually acceptable solutions based on objective criteria and shared interests.

IN CONTEXT

Now, consider the same two groups from our last example in a principled negotiation:

Group A has recently unemployed individuals struggling to pay rent, buy food, and support their families. Their immediate needs are basic survival and security. In a principled negotiation, the focus would be on addressing these fundamental needs fairly and effectively, ensuring that Group A’s concerns are met through objective criteria such as the availability of social services, unemployment benefits, or temporary housing solutions.

Group B has individuals with stable jobs and incomes who might seek recognition and career advancement to fulfill their self-esteem and recognition needs. The negotiation would center on objective criteria and mutual interests, aiming to develop solutions that honor Group B’s contributions, such as through awards, public acknowledgment, or professional growth opportunities, while ensuring that these solutions are fair and equitable for all parties involved.

By focusing on interests rather than positions, using objective criteria, and seeking mutually beneficial outcomes, principled negotiation helps address the specific concerns and priorities of both groups, leading to a fair and effective resolution.

2g. Conflict Transformation

Lastly, there is conflict transformation, which is an approach that sees the key to resolving and preventing conflicts as changing the fundamental relationship between the parties. 

The theory of conflict transformation is very much relationship based; the idea is that the parties can come together in order to communicate differently, understand one another and the relationship, and hear each other’s stories.

The process in itself can bring about enough change for the underlying conflicts to be resolved or at least begin to be resolved.

These models provide various strategies for understanding and managing conflicts, whether in personal relationships, workplaces, or broader societal contexts. By choosing the appropriate model and approach, conflicts can be resolved more effectively, fostering better relationships and outcomes.

terms to know

Thomas–Kilmann Conflict Mode Instrument (TKI)

A model that identifies five conflict-handling modes—competing, collaborating, compromising, avoiding, and accommodating—each varying in levels of assertiveness and cooperativeness. By understanding and applying these modes, individuals can navigate conflicts more strategically.

Interest-Based Relational (IBR) Approach

An approach that focuses on building mutual respect and understanding by separating the problem from the person, addressing interests rather than positions, and fostering collaboration to find mutually satisfying solutions.

Circle of Conflict

A model that helps diagnose the root causes of conflict by categorizing them into relationship, data, interest, structural, and value issues. By identifying the underlying causes, more effective and targeted interventions can be developed.

Cooperative Model

An approach to conflict resolution that encourages parties to see themselves as partners working jointly to solve problems.

Human Needs Model

A model of conflict resolution that presumes certain universal human needs, often described in hierarchical terms, influence parties’ goals in conflict.

Maslow’s Hierarchy

A psychological theory where human needs are arranged in a pyramid, starting with basic physiological needs and ascending to safety, love and belonging, esteem, and finally self-actualization, with each level building upon the fulfillment of the previous one.

Principled Negotiation

A form of negotiation focused on meeting parties’ underlying interests rather than on their competing positions. 

Conflict Transformation

An approach that sees the key to resolving and preventing conflicts as changing the fundamental relationship between the parties. 

REFERENCES

Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: negotiating agreement without giving in. 3rd ed., rev. ed. New York, Penguin.

Moore, C. W.: (1996). The Mediation Process: Practical Strategies for Resolving Conflict. 2nd ed. San Francisco, Jossey-Bass Publishers.

Thomas, K. W., & Kilmann, R. H. (1976). Thomas-Kilmann conflict mode instrument. Group & Organization Studies, 1, 249–251. doi.org/10.1177/105960117600100214