Managing External Relations - Disaster Management Center ...

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Chapter 2 There may not be enough time for the conflict to be resolved to the satisfaction of all parties, particularly in an emergency. There may be inadequate levels of trust and many underlying tensions. The perception of an imbalance in resources may be the problem itself, and time may need to be taken to identify all resources, both human and material, and/or to find a way to share resources. If constraining problems are not addressed prior to the emergency, they may be very difficult to solve during an emergency, necessitating a type of conflict management style, other than collaboration. Some recommended steps in problem solving are: Test the perceptions of both parties — People in conflicts are especially prone to making assumptions about the other party(ies), distorting facts or attributing motives which may not be real. Focus on the problem, not the people. Facts and figures must be clarified and common ground identified before people can pursue creative solutions to a problem. Analyse the problem in as much detail as possible — To avoid becoming stuck with certain solutions, the problem should be stated clearly before solutions are suggested. It will help to have a specific statement of the problem along with some goals to be met. Generate possible solutions — Once the problem is clear, generate as many ideas as possible, without passing judgement at first. Evaluate the various solutions — The best way to choose a solution is by consensus so the solution is acceptable to everyone. People should not be required to justify their choices if they would rather not. Feelings of anger should be dealt with as they occur. Conflict Resolution and Problem Solving Conflict management style: Possible interventions: For each situation below, discuss the conflict management style and suggest some possible interventions. In a scheduled task-force group meeting, there is disagreement about how to proceed. Some group members cease participating and engage in private conversations. The non-participants may feel that they have no stake in the disagreement and choose the ‘avoidance’ style of conflict management. This may indicate that they are not committed to group goals. It will be important to find out what their behaviour indicates, to draw them into the discussion if possible, and at some point to resolve any underlying problems. EP 04 29
EP 04 30 Managing External Relations There is a conflict over a method of handling an emergency operation. A group member begins cutting off other members when they speak and putting down people who disagree with him. He becomes intensely emotional and raises his voice. Other people remain silent. Conflict management style: Possible interventions: The vocal group member may be using a competitive style to achieve his own ends and may have high emotional or material stakes in the outcome. His style may intimidate other members into being silent. It may be possible for the facilitator to speak for a minute or two, reviewing the goals and progress of the group and allowing a chance for everyone to calm down. Then, the group should examine whether or not other forms of resolution are possible, such as compromise or collaboration. Other viewpoints should be solicited. The behaviour of the vocal member may also indicate some personal anxieties, which can probably not be addressed completely in the meeting. The facilitator should remain calm but express concern for the member’s feelings. Other members of the group may also feel concern and offer support. The group should return to the original focus of the meeting as soon as possible. An argument breaks out in a large meeting between two members who argue frequently. The meeting is scheduled for two hours. The rest of the group seems irritated with the disagreement and wants to proceed with the agenda. Conflict management style: Possible interventions: Since the meeting is so short, neither party may have much to gain from the outcome of the argument. It is best to deal with disagreements, however, rather than trying to side-step them. The most important step is to move the focus away from the personalities and onto the problems, and to discourage a back and forth exchange between the two parties. The facilitator may try rephrasing the problem, or asking one of the arguing members to rephrase the problem to clear up any misunderstanding that may exist. Then others should be asked for their input to resolve the issue. When pressured by group members who would like to proceed, one party may agree to accommodate the other for the sake of moving forward with the meeting.
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