Managing External Relations - Disaster Management Center ...
Managing External Relations - Disaster Management Center ...
Managing External Relations - Disaster Management Center ...
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Chapter 2<br />
There may not be enough time for the conflict to be resolved to the satisfaction of all parties,<br />
particularly in an emergency. There may be inadequate levels of trust and many underlying tensions.<br />
The perception of an imbalance in resources may be the problem itself, and time may need to be<br />
taken to identify all resources, both human and material, and/or to find a way to share resources. If<br />
constraining problems are not addressed prior to the emergency, they may be very difficult to solve<br />
during an emergency, necessitating a type of conflict management style, other than collaboration.<br />
Some recommended steps in problem solving are:<br />
Test the perceptions of both parties — People in conflicts are especially prone to<br />
making assumptions about the other party(ies), distorting facts or attributing motives<br />
which may not be real. Focus on the problem, not the people. Facts and figures must<br />
be clarified and common ground identified before people can pursue creative solutions<br />
to a problem.<br />
Analyse the problem in as much detail as possible — To avoid becoming stuck with<br />
certain solutions, the problem should be stated clearly before solutions are suggested. It<br />
will help to have a specific statement of the problem along with some goals to be met.<br />
Generate possible solutions — Once the problem is clear, generate as many ideas as<br />
possible, without passing judgement at first.<br />
Evaluate the various solutions — The best way to choose a solution is by consensus<br />
so the solution is acceptable to everyone. People should not be required to justify their<br />
choices if they would rather not. Feelings of anger should be dealt with as they occur.<br />
Conflict Resolution and Problem Solving<br />
Conflict management style:<br />
Possible interventions:<br />
For each situation below, discuss the conflict management style and suggest<br />
some possible interventions.<br />
In a scheduled task-force group meeting, there is disagreement about<br />
how to proceed. Some group members cease participating and engage in<br />
private conversations.<br />
The non-participants may feel that they have no stake in the disagreement and choose the<br />
‘avoidance’ style of conflict management. This may indicate that they are not committed to<br />
group goals. It will be important to find out what their behaviour indicates, to draw them into<br />
the discussion if possible, and at some point to resolve any underlying problems.<br />
EP<br />
04<br />
29