Conflict Resolution Strategies
According Stevenin (2000, pp.134-135), there are five steps achieve peace in the conflict. Whatever the source of the problem, the following five steps are fundamental in overcoming the difficulties:
1. Introduction
The gap between the existing situation or identified and how things should be. The only thing that acts as a trap is an error in detecting (do not care about any problems or assume there is a problem when it does not exist).
2. Diagnosis
This is the most important step. And true method has been tested on the who, what, why, where, and how it worked perfectly. Focus on major issues and not on trivial matters.
3. Agree on a solution
Gather input on possible escape of the people involved in it. Filter the solution is inapplicable or impractical. Never completed in a way that is not too good. Look for the best.
4. Implementation
Remember that there will always be advantages and disadvantages. But be careful, do not let this consideration unduly influence the selection and direction on specific groups.
5. Evaluation
The settlement itself can give birth to a series of new problems. If the solution appears not succeed, go back to previous steps and try again.
Stevenin (1993: 139-141) also explained that when experiencing conflict, there are things that should not be done in the midst of the conflict, namely:
1. Do not be lost in a power struggle with others. There is a saying in the community that can not be denied, saying: when the authority to increase the power goes down, and vice versa.
2. Do not be too detached from the conflict. The dynamics and outcome of the conflict can be handled best is when resolved from within, without involving a third party.
3. Do not let the vision established by the existing conflict. Keep your perspective by concentrating on key issues. The most urgent problem is not necessarily the greatest opportunity.
According Wijono (1993: 42-125) strategies to resolve conflicts, namely:
1. Strategies to Overcome Conflict In the Individual Self (Intraindividual Conflict)
According Wijono (1993: 42-66), to resolve conflict within the individual is required at least seven strategies, namely:
1) Creating contacts and build relationships
2) Fostering confidence and acceptance
3) Growing abilities / powers themselves
4) Set Goals
5) Looking for some alternative
6) Choose alternative
7) Plan the implementation of exit
2. Strategies to Overcome the Conflict Between Personal (Interpersonal Conflict)
According Wijono (1993: 66-112), to resolve conflict within the individual is required at least three strategies, namely:
1) Lose-Lose Strategy (Lose-Lose Strategy)
Oriented on two individuals or groups who are equally lost. Typically individuals or groups of warring take the middle path (compromise) or pay a group of people involved in the conflict or use the services of a third person or group as a mediator.
In a lose-lose strategy, conflict can be resolved by involving a third party if the talks reached a stalemate. Then the third party is invited to intervene by the parties to the dispute or may act on its own accord. There are two major types of third-party intervention, namely:
a. Arbitration (Arbitration)
Arbitration is a procedure in which a third party to listen to both parties to the dispute, a third party acting as judge and arbiter in determining the settlement of the conflict through a binding agreement.
b. Mediation (Mediation)
Mediation is used by the Mediator to resolve the conflict as resolved by abriator, as a mediator does not have the authority to direct the warring parties and the recommendations given are not binding.
2) Win-Lose Strategy (Win-Lose Strategy)
In strategy I win you lose (win lose strategy), emphasizing the one of the parties in conflict suffered another defeat but victory.
Some of the means used to resolve conflicts in a win-lose strategy (Wijono, 1993: 44), can be through:
a. The withdrawal, which is a process of conflict resolution between two or more parties are not satisfied as a result of the dependence of the task (task independence).
b. Tactics smoothing and peace, by taking action for peace with the opposition to avoid confrontation of differences and vagueness in the limits of the field work (jurisdictioanal ambiquity).
c. Persuasion, namely to persuade the other to change its position to consider factual information relevant to the conflict, due to barriers of communication (communication barriers).
d. Coercion and suppression tactics, using the formal power to show the strength (power) through the authoritarian attitude as it is influenced by the properties of the individual (individual traits).
e. Tactics oriented bargaining and exchange agreements in order to reach a compromise that is acceptable to both sides, to resolve conflicts related to competition of the sources (competition for resources) is optimal for the parties concerned.
3) Strategies Win-Win (Win-Win Strategy)
Completion considered humane, because it uses all the knowledge, attitudes and skills create a relationship of communication and interaction that can make the parties involved mutually feel safe from threats, feel valued, creating a conducive atmosphere and the opportunity to develop their potential in solving conflict. So the strategy is to help solve the problem of the parties involved in the conflict, not just a cornered man.
Win-win strategy rarely used in the organization and the industry, but there are two ways in which this strategy can be used as alternative solutions to interpersonal conflict, namely:
a. Integrated problem solving (Integrative Problem Solving) Attempts to resolve by consensus or integrate the needs of both parties.
b. Consultation process between the parties (Inter-Party Process Consultation) In the resolution through consultation process, the process is usually handled by consultants, where they do not have the authority to resolve conflicts with authority or judge one or both parties to the conflict
3. Conflict Resolution Strategies Organization (Organizational Conflict)
According Wijono (1993, pp.113-125), there are several strategies that can be used to anticipate organizational conflict are:
1) Approach Bureaucratic (Bureaucratic Approach)
Conflicts arise because of the bureaucratic relationship that occurs vertically and to face the vertical conflict this model, managers tend to use a hierarchical structure (hierarchical structure) in its relationship otokritas. Conflicts occur due to the leadership of trying to control all the activities and actions carried out by his subordinates. Strategies for solving conflicts like this are usually used as a replacement of bureaucratic regulations to control the private subordinates. Bureaucratic approach (Bureaucratic Approach) within the organization aims to anticipate vertical conflict (hirarkie) approximated by using a structural hierarchy (hierarchical structural).
2) Approach Authoritative Intervention in Conflict Lateral (Lateral Authoritative Intervention in Conflict)
In the event of a conflict lateral, usually be resolved by the parties involved in the conflict. Then, if it turns out conflict can not be resolved constructively, usually the manager directly intervene otoratif both sides.
3) Approach System (System Approach)
Model bargaining approach emphasizes the issues of competition and bureaucratic approach model emphasizes the difficulties in control, then the system approach (System Approach) is to coordinate the conflict problems that arise.
This approach emphasizes the relationship between the horizontal lateral and marketing functions with the production in an organization.
4) Structural Reorganization (Structural Reorganization)
Approach can be through changing the system to look at the possibility of a structural reorganization to align the different interests and goals to be achieved both parties, such as forming a new container in non-formal to resolve conflicts protracted as a result of mutual dependence of the task (task interdependence) in achieving the different interests and goals so that the function of the organization becomes blurred.
1. Introduction
The gap between the existing situation or identified and how things should be. The only thing that acts as a trap is an error in detecting (do not care about any problems or assume there is a problem when it does not exist).
2. Diagnosis
This is the most important step. And true method has been tested on the who, what, why, where, and how it worked perfectly. Focus on major issues and not on trivial matters.
3. Agree on a solution
Gather input on possible escape of the people involved in it. Filter the solution is inapplicable or impractical. Never completed in a way that is not too good. Look for the best.
4. Implementation
Remember that there will always be advantages and disadvantages. But be careful, do not let this consideration unduly influence the selection and direction on specific groups.
5. Evaluation
The settlement itself can give birth to a series of new problems. If the solution appears not succeed, go back to previous steps and try again.
Stevenin (1993: 139-141) also explained that when experiencing conflict, there are things that should not be done in the midst of the conflict, namely:
1. Do not be lost in a power struggle with others. There is a saying in the community that can not be denied, saying: when the authority to increase the power goes down, and vice versa.
2. Do not be too detached from the conflict. The dynamics and outcome of the conflict can be handled best is when resolved from within, without involving a third party.
3. Do not let the vision established by the existing conflict. Keep your perspective by concentrating on key issues. The most urgent problem is not necessarily the greatest opportunity.
According Wijono (1993: 42-125) strategies to resolve conflicts, namely:
1. Strategies to Overcome Conflict In the Individual Self (Intraindividual Conflict)
According Wijono (1993: 42-66), to resolve conflict within the individual is required at least seven strategies, namely:
1) Creating contacts and build relationships
2) Fostering confidence and acceptance
3) Growing abilities / powers themselves
4) Set Goals
5) Looking for some alternative
6) Choose alternative
7) Plan the implementation of exit
2. Strategies to Overcome the Conflict Between Personal (Interpersonal Conflict)
According Wijono (1993: 66-112), to resolve conflict within the individual is required at least three strategies, namely:
1) Lose-Lose Strategy (Lose-Lose Strategy)
Oriented on two individuals or groups who are equally lost. Typically individuals or groups of warring take the middle path (compromise) or pay a group of people involved in the conflict or use the services of a third person or group as a mediator.
In a lose-lose strategy, conflict can be resolved by involving a third party if the talks reached a stalemate. Then the third party is invited to intervene by the parties to the dispute or may act on its own accord. There are two major types of third-party intervention, namely:
a. Arbitration (Arbitration)
Arbitration is a procedure in which a third party to listen to both parties to the dispute, a third party acting as judge and arbiter in determining the settlement of the conflict through a binding agreement.
b. Mediation (Mediation)
Mediation is used by the Mediator to resolve the conflict as resolved by abriator, as a mediator does not have the authority to direct the warring parties and the recommendations given are not binding.
2) Win-Lose Strategy (Win-Lose Strategy)
In strategy I win you lose (win lose strategy), emphasizing the one of the parties in conflict suffered another defeat but victory.
Some of the means used to resolve conflicts in a win-lose strategy (Wijono, 1993: 44), can be through:
a. The withdrawal, which is a process of conflict resolution between two or more parties are not satisfied as a result of the dependence of the task (task independence).
b. Tactics smoothing and peace, by taking action for peace with the opposition to avoid confrontation of differences and vagueness in the limits of the field work (jurisdictioanal ambiquity).
c. Persuasion, namely to persuade the other to change its position to consider factual information relevant to the conflict, due to barriers of communication (communication barriers).
d. Coercion and suppression tactics, using the formal power to show the strength (power) through the authoritarian attitude as it is influenced by the properties of the individual (individual traits).
e. Tactics oriented bargaining and exchange agreements in order to reach a compromise that is acceptable to both sides, to resolve conflicts related to competition of the sources (competition for resources) is optimal for the parties concerned.
3) Strategies Win-Win (Win-Win Strategy)
Completion considered humane, because it uses all the knowledge, attitudes and skills create a relationship of communication and interaction that can make the parties involved mutually feel safe from threats, feel valued, creating a conducive atmosphere and the opportunity to develop their potential in solving conflict. So the strategy is to help solve the problem of the parties involved in the conflict, not just a cornered man.
Win-win strategy rarely used in the organization and the industry, but there are two ways in which this strategy can be used as alternative solutions to interpersonal conflict, namely:
a. Integrated problem solving (Integrative Problem Solving) Attempts to resolve by consensus or integrate the needs of both parties.
b. Consultation process between the parties (Inter-Party Process Consultation) In the resolution through consultation process, the process is usually handled by consultants, where they do not have the authority to resolve conflicts with authority or judge one or both parties to the conflict
3. Conflict Resolution Strategies Organization (Organizational Conflict)
According Wijono (1993, pp.113-125), there are several strategies that can be used to anticipate organizational conflict are:
1) Approach Bureaucratic (Bureaucratic Approach)
Conflicts arise because of the bureaucratic relationship that occurs vertically and to face the vertical conflict this model, managers tend to use a hierarchical structure (hierarchical structure) in its relationship otokritas. Conflicts occur due to the leadership of trying to control all the activities and actions carried out by his subordinates. Strategies for solving conflicts like this are usually used as a replacement of bureaucratic regulations to control the private subordinates. Bureaucratic approach (Bureaucratic Approach) within the organization aims to anticipate vertical conflict (hirarkie) approximated by using a structural hierarchy (hierarchical structural).
2) Approach Authoritative Intervention in Conflict Lateral (Lateral Authoritative Intervention in Conflict)
In the event of a conflict lateral, usually be resolved by the parties involved in the conflict. Then, if it turns out conflict can not be resolved constructively, usually the manager directly intervene otoratif both sides.
3) Approach System (System Approach)
Model bargaining approach emphasizes the issues of competition and bureaucratic approach model emphasizes the difficulties in control, then the system approach (System Approach) is to coordinate the conflict problems that arise.
This approach emphasizes the relationship between the horizontal lateral and marketing functions with the production in an organization.
4) Structural Reorganization (Structural Reorganization)
Approach can be through changing the system to look at the possibility of a structural reorganization to align the different interests and goals to be achieved both parties, such as forming a new container in non-formal to resolve conflicts protracted as a result of mutual dependence of the task (task interdependence) in achieving the different interests and goals so that the function of the organization becomes blurred.
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