Conflict Transformation
I. Dealing with Conflict
Conflict is essentially an aberration of relationship. Conflict
resolution is actually restoration of relationship. When we adopt methods that
are by nature ‘exclusive’, to resolve, it turns conflict into violent and
bitter experience of win / lose kind. When we handle conflict by means of
‘inclusive’ methods, conflict turns into creative experience.
Conflict is unavoidable, integral part of life. Hence,
instead of running away from it, let’s take it up proactively.
The process of pro-actively taking on the conflict can be as
follows:
1. Scan the conflict to find out which of the factors is
defective and particularize the issue. That will help you deal with the problem
without hurting the person much.
2. In a conflict all the factors stated above (in section
XIII) come into play. Each factor has two options: one is positive another
negative. For instance,
a. The ‘alter’ can be viewed as your antagonist or partner
in life; the first view is likely to embitter the conflict and the latter may
ease tension.
b. Means: right and wrong means are available as options.
(you can either persuade the opponent or coerce; you can educate him to
understand and cooperate or compel him to submit these or options available.
The first is nonviolent and the later one is violent) The outcome is in
correspondence with the means we choose.
c. This way, methods: for example: you have decided to speak
to the other person, ie., you have taken the ‘verbal’ means. Verbal means can
be ‘persuasive’ and ‘polite’ or ‘coercive’ and challenging. These are methods…
The outcome is in correspondence with the method we choose.
d. This way all the twelve factors has two options: one is
positive and inclusive and the other negative and exclusive. The outcome is in
correspondence with the means we choose. The outcome of conflict is in
correspondence with the nature of the factors we chose.
3. We saw that conflict has to be proactively handled,
actively dealt with. Few conflicts and conflicts on few occasions has to be
dealth with ‘non-action too. We can understand this through the ‘Four ‘A’
method: Avoidance, Accommodation, Analysis and Activation.
II. Avoidance
Many a while we prioritize our life and ignore some
irritants in life. That is prudence. For eg. we would avoid quarrelling with
the rickshaw puller who demands more than agreed upon amount if we are
on our way to an interview and there is hardly any time. Such avoidance
of conflict benefits us.
Grown up and seasoned professionals adopt this
methodology. They solve the problem by not fighting it out. For, they keep the
negative catalysts such as anger, enmity out of bay as they can lead only to
detrimental end. For an accomplished shop-keeper even a misbehaving buyer is
not an enemy, but a partner with whom, he cannot fight, and he would not
fight.
Generally, common sense says that, one does not fight with
people who are not their match (old war ethics : swordsman fights with
swordsman, horseman with horseman…), don’t quarrel with young children, neither
with very old people, nor with the lunatic, or those illogical and brutal. They
always succeed in making you behave one like them)
III.
Accommodation:
Those conflicts that cannot be actively solved (those
endemic and inherent conflicts) can be accommodated, cohabited. For example, alcoholism
is an immoral behavior. In India once, it was totally banned. Some of the
states found quite a few people violate this ban. Police and Judiciary action
could not set the problem right. Those States later decided to solve this
problem by accommodating it. They lifted the ban and now Drinking is no more a
law and order problem.
Another part of Accommodation is Assimilation.
These are subtle tools that enable us to handle minor
irritants.
IV. Analysis:
Analysis begins with introspection (conversation with
oneself)
Introspection helps us identify what is the defective
factor in a conflict, what is our share in it, and what is our role in it.
Introspection makes us logical and reasonable and enable the
other view us as ‘sensible’. Introspection also helps us avoid the ‘spurt’ of
the moment which invariably manifest in aggressive and violent way, triggering
the conflict to spiral. That is why people say if there is any conflict first
count 1 to 10 and then respond.
Introspection can be done only if we have our positive
catalysts purified and negative ones purged (or caged at least). The tools of
reasoning – the mind and heart need to be kept clean and the eye (sharp
observation) and ear (keep listening) too so that it can process the
information (contention) available in the warmth of the values that bind us
with the larger and desirable goal.
The second part of analysis is in association with the other
party or in the company of the third party which come as part of Action.
Identifying the other party, interested parties (third and neutral parties),
the strength and weakness of the other party; means of communication, the
language, mode…, action to correspond our communication.
Analysis helps us identify: the actual Cause; the parties
(core person, associating persons, incidental partners; the faults, weakness,
compulsions…); the reasons; intentions. Analysis also helps us to identify Questions
to Be asked:
1. Is : Is the
FIR correct?
2. Who: who is
the core person; associated persons and incidental partners? Who: who are the
witnesses, neutral and partial?
3. What: What is the reason: actual; perceived;
implanted reasons?
What are the Structural / contributory reasons /
What is the spill over?
What is the
intention?
4. Why : Why
is the attack?
5. When: When is the attack? Timing
V. Activation - I:
Creative Conflict
Once the cause is identified and if it lies with the other
party, then it is essential we activate the conflict.
1. Inform the other party that you perceive a conflict and
what is Alter’s stand on that
2. Listen to the Alter’s view carefully and based on the new
data introspect once again to see if your perception of conflict is realistic
or what
3. Clarify the ambiguity
4. Fix the issue
5. goal setting, means identification
6. encapsulate
7. fractionate
8. persuade, negotiate, mediate
9. bargain
10. adjudicate, arbitrate
11. constant introspection
12. Re-instate the common goal, ensure defeat is not the
goal, but welfare is.
VI. Activation - II: Constructive Dissolution:
Structural Conflict and Structural causes of Direct Conflict
can be dealt only by means of structural intervention. Development campaigners,
HR campaigner (including knowledge empowerment) are actually fighting against
what are structural conflicts.
Gandhi stated that satyagraha (creative conflict) and
constructive programmes (structural redressal) are like two wings of a bird.
They are equally important to bring the society up to a healthy habitable
status.
A habitation with
poor education facility, health guarantee, employment opportunity, one which
suffers acute poverty, unemployment and illiteracy is more likely to fall into
intense conflict more often than a society whose basic needs are well taken
care of. Hence it is essential, when a society is facing endemic conflict, we
need to initiate constructive programmes to lift up their social good so that
they cease to be additional causes/frustration, and also stop creating the
situation for conflict.
Prepared and shared By: D John Chelladurai, Prof. and
Head, Dept of Gandhian Studies, MGM University; djohnchelladurai@gmail.com ;
hod.gandhianstudies@mgmu.ac.in
