Conflict is an inevitable part of human interaction, surfacing in our friendships, families, offices, and even nations. Conflict Can Occur Because of Differences in Values, Beliefs, Interests, and Goals. Yet, proper conflict resolution prevents disagreements from developing into destructive disputes.

Individual and organizational conflict can be analyzed through various models and approaches that help manage the parties to achieve of understanding, collaboration, and long-term peace. In this article we look at 5 common models for resolving a conflict, what strategies can be for handling a conflict and real-life examples of how they come to play.

5 Models for Conflict Resolution

Here are the most used conflict resolution models in the world:

The Thomas-Kilmann Conflict Mode Instrument (TKI)

The Thomas-Kilmann Conflict Mode Instrument (TKI), which is one of the most widely used models of conflict resolution, identifies five core styles of handling conflict — competing, collaborating, compromising, avoiding, and accommodating. Each mode differs in terms of assertiveness (concern for the self’s needs) and cooperativeness (concern for others’ needs).

Competitive Mode

The other is more competitive and hostile because one party wants to compete and win while the other loses. This is a good strategy in emergencies or when rapid decision-making is required (you know, like in the movies) but it can also be damaging to relationships.

Collaborating Mode

The collaborating mode is a concern for both party interests, where the assertiveness is balanced and the conversation is about a win-win situation for both sides. It takes clear communication and mutual esteem. Collaborating is best for understanding complex disputes in which long standing relationships are important.

Compromising Mode

The compromising mode is in the middle, demonstrating moderate assertiveness and cooperativeness; negotiation where both parties give up something to come to a mutually beneficial agreement. Although this helps resolve things quicker, no party may could be completely happy.

Avoiding Mode

The Avoiding Mode involves low assertiveness, low cooperativeness, a person vacates addressing the contention. Avoidance is useful to some extent in small disputes or when emotions must subside, but it can also let grievances fester beneath the surface.

Accommodating Mode

The accommodating mode is very cooperative but not assertive, and involves one person putting the needs of the other ahead of their own. While this can keep the peace, it might give rise to resentment if one party feels like they are always putting the other ahead of themselves.

Example:

In the business world, for example, applying the collaborating strategy for dealing with a disagreement between two team members about project duties. They instinctively create an environment of open dialogue, ensuring each employee feels heard, which empowers them to work toward their best possible solution, one that serves the greater team.

Interest-Based Relational (IBR) Model

Interest-Based Relational (IBR) Just as the name suggests, the IBR model brings in the framework of relationships along with interest derived from the teachings of Roger Fisher and William Ury, and focuses on resolving conflicts without damaging goodwill. It stresses detaching people from the problem and focusing on interests instead of positions. There are six steps involved in this model:

• Conflict Resolution (while keeping good relationships)
• Differentiating between the emotion of the people and the real issue.
• Hearing others to understand all points of view.
• Identifying the hidden interests behind each party’s position.
• Working through multiple solutions before decisions.
• Finding common ground among all parties.

In conclusion, the IBR model excels in contexts where collaboration is essential, such as workplace relationships, partnerships, and international diplomacy.

Example:

Two siblings in a family business disagree on the strategy for the company’s expansion. Following the IBR model, they did not get into a heated argument. They recognize their mutual interest in the success of the company, uncover each other’s concerns, and find a solution that works for each of their visions while keeping their relationship intact.

The Dual Concern Model

Similar to the TKI model, you can access the Dual Concern Model you are bonding two dimensions, which is the concern for yourself and the concern for the others. Consequently, we can characterize five conflict resolution strategies according to these dimensions: competing, collaborating, compromising, avoiding, and accommodating. The critical difference in this model is that it uses the understanding of how concern for others affects conflict dynamics.

The guests who care deeply about themselves but not about others might take a competitive stance, advocating for what they want. Those who care a lot about others but very little about themselves may as well adapt to others at the cost of themselves. Although they have an equal focus on the two, they look for a collaborative or compromising solution.

Example:

In labor negotiations, a company and its employees may initially be at polar opposites. The company will want to spend less money, and employees will want to earn more money. If both parties take a collaborative approach, they will address the need to balance financial sustainability with fair compensation in a way that leads to a creative agreement that achieves both.

The Transformative Model

– The Transformative Model of conflict resolution. Thus, rather than simply resolving disputes, this model actually seeks to change the relational patterns between the disputants. It prompts personal development, deeper connection, and kinder communication.

There are two processes for transformative conflict resolution:

• A feeling of empowerment: Each party feels more confident about stating their needs or a decision.
• Acknowledgment: Each party recognizes the viewpoint and feelings of the other which creates more empathy and understanding.

This method works very well in long-term relationships, community disputes, and mediation settings where not just agreement is needed, but better interaction.

Example:

Using the transformative model, a mediator in a dispute between neighbors over noise levels might seek to help both parties better understand each other. Instead of just policing noise complaints, the process helps the neighbors understand one another and create a relationship of respect.

The Circle of Conflict Model

The Circle of Conflict Model by Christopher Moore identifies five sources of conflict:

• Relationship struggles: These arise from personal differences or a misunderstanding between partners or emotional tension.
• Data conflicts: From lack of information or different interpretations of facts.
• Interest conflict: Arises due to conflicting needs, desires or goals.
• Structural conflicts: Result from external structures like the organization hierarchy, resource allocation, or power discrepancy.
• Value conflicts: Based on differences in personal beliefs, ethics, or culture.
• Mediators can then adjust their resolution strategies based on the kind of conflict.

Example:

In a nonprofit, board members fight over budgets. One thinks that more money should be spent on marketing, while another focuses outward on the community. Mapping the dispute onto the Circle of Conflict Model, they acknowledge that the conflict is an interest-based one and collaborate to create compromise budget for both priorities.

Conflict Resolution Strategies

There are different methods of conflict resolution that can be practiced based on the situation and the parties involved.

Active Listening

One technique is active listening, where one party, in a conversational exchange, listens to understand rather than just waiting to respond. This encourages empathy and lessens misunderstandings.

Mediation

Another key method for resolving dispute involves a third neutral party who helps facilitate to help the disputing individuals to have discussion. Yes! Mediation works wonders for you whether in workplace conflicts, legal disputes or even international diplomacy.

Negotiation

The alternative to haggling is negotiation, when parties come together with a collaborative spirit. Successful negotiation doesn’t come without patience, flexibility, and communicability that applies to both business and personal relationships.

Emotional Regulation

Lack of emotional regulation is another crucial factor. There arise conflict, achieving and observing self-awareness are important, where individuals take a problem solving approach.

Clear Communication

Ultimately, using clear communication guidelines can prevent conflicts before they emerge. Creating an atmosphere in which workers feel secure expressing worries minimizes the chances for simmering tensions to erupt into major confrontations in the workplace.

The Path to Resolving Conflicts Successfully

Conflict resolution is an important skill set for all personal, professional and societal engagements. Understanding various models – Thomas-Kilmann Model, Interest-Based Relational Model, Dual Concern Model, Transformative Model, Circle of Conflict Model – enables individuals and organizations to pursue strategies effective in dispute resolution. Learn about conflict resolution strategies by joining Conflict Resolution for Administrative Professionals Course offered at London Premier Hub for Training and Development. Well-managed conflicts are catalysts for growth, better understanding, and better relationships.