Conflict

Conflict is a state of opposition, disagreement or incompatibility between two or more people or groups of people, which is sometimes characterized by physical violence. Military conflict between states may constitute war.

Definitions

In political terms, "conflict" refers to an ongoing state of hostility between two or more groups of people.

Conflict as taught for graduate and professional work in conflict resolution commonly has the definition: "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability".

One should not confuse the distinction between the presence and absence of conflict with the difference between competition and co-operation. In competitive situations, the two or more parties each have mutually inconsistent goals, so that when either party tries to reach their goal it will undermine the attempts of the other to reach theirs. Therefore, competitive situations will by their nature cause conflict. However, conflict can also occur in cooperative situations, in which two or more parties have consistent goals, because the manner in which one party tries to reach their goal can still undermine the other.

A clash of interests, values, actions or directions often sparks a conflict. Conflicts refer to the existence of that clash. Psychologically, a conflict exists when the reduction of one motivating stimulus involves an increase in another, so that a new adjustment is demanded. The word is applicable from the instant that the clash occurs. Even when we say that there is a potential conflict we are implying that there is already a conflict of direction even though a clash may not yet have occurred.

Types and Modes of Conflict

A conceptual conflict can escalate into a verbal exchange and/or result in fighting.

Conflict can exist at a variety of levels of analysis:

• intrapersonal conflict (though this usually just gets delegated out to psychology)
• interpersonal conflict
• group conflict
• organizational conflict
• community conflict
• intra-state conflict (for example: civil wars, election campaigns)
• international conflict
• environmental resources conflict
• intersocietal conflict
• intra-societal conflict
• ideological conflict
• diplomatic conflict
• economic conflict
• military conflict

Conflicts in these levels may appear "nested" in conflicts residing at larger levels of analysis. For example, conflict within a work team may play out the dynamics of a broader conflict in the organization as a whole. (See Marie Dugan's article on Nested Conflict. John Paul Lederach has also written on this.)

Theorists have claimed that parties can conceptualise responses to conflict according to a two-dimensional scheme; concern for one's own outcomes and concern for the outcomes of the other party. This scheme leads to the following hypotheses:

• High concern for both one's own and the other party's outcomes leads to attempts to find mutually beneficial solutions.
• High concern for one's own outcomes only leads to attempts to "win" the conflict.
• High concern for the other party's outcomes only leads to allowing the other to "win" the conflict.
• No concern for either side's outcomes leads to attempts to avoid the conflict.

In Western society, practitioners usually suggest that attempts to find mutually beneficial solutions lead to the most satisfactory outcomes, but this may not hold true for many Asian societies.

Several theorists detect successive phases in the development of conflicts.

Often a group finds itself in conflict over facts, goals, methods or values. It is critical that it properly identify the type of conflict it is experiencing if it hopes to manage the conflict through to resolution. For example, a group will often treat an assumption as a fact.

The more difficult type of conflict is when values are the root cause. It is more likely that a conflict over facts, or assumptions, will be resolved than one over values. It is extremely difficult to "prove" that a value is "right" or "correct".

In some instances, a group will benefit from the use of a facilitator or process consultant to help identify the specific type of conflict.

Practitioners of nonviolence have developed many practices to solve social and political conflicts without resorting to violence or coercion.

Examples

• Approach-avoidance conflict is an example of intrapersonal conflict.

• The Vietnam Conflict is commonly regarded as a war.

• The Arab-Israeli conflict forms a historic and ongoing conflict between Israel and Arab interests. See also Israeli-Palestinian conflict.

• The Catholic-Protestant conflict in Northern Ireland furnishes an example of another notable historic conflict. For information on the conflict, see the Troubles, Bloody Sunday (Northern Ireland 1972), the 1974 Dublin and Monaghan Bombings and the 1998 Omagh bombing.

• Many conflicts have a supposedly racial or ethnic basis. This would include such conflicts as the Bosnian-Croatian conflict (see Kosovo), the conflict in Rwanda.

• Class conflict forms an important topic in much Marxist thought.

• Another type of conflict exists between governments and guerrilla groups or groups engaged in asymmetric warfare.

See also

• Negotiation
• Conflict management
• Conflict style inventory
• Competition
• Dispute
• Game theory
• Copenhagen Consensus
• Facilitation
• Conflict: Middle East Political Simulator
• Conflict (air traffic control)

External links

• Heidelberg Institute for International Conflict Research (HIIK): Conflict Barometer from 1992 on – PDF downloads
• Debate Conflicts - Open Democracy Conflicts Debate. "Even when guns are silent, the ideas behind them threaten. Warfare and conflict resolution urgently need to be explained, their causes clarified, and creative solutions explored".
• Complex Emergencies Database (CE-DAT) - A database on the human impact of conflicts and other complex emergencies.
• What is Distinctive about Church Conflict? - an article looking at conflict within Christian churches.
• Party-Directed Mediation (mediation of interpersonal conflict) - Download 'Helping Others Resolve Differences: Empowering Stakeholders.'

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