HEP 452 Module 5.1 Discussion Training Materials

Training Materials for Effective Conflict Resolution in a Coalition

Introduction:

Conflicts are a common issue in a coalition and thus, there is a need to ensure that members of the coalitions are able to solve the conflicts themselves with minimal interventions.

Causes and Conditions Leading to Conflicts in a Coalition

To begin with, it is important that members of a coalition understand the causes of conflicts in a coalition. Some of the common causes of conflicts include; different goals, different approaches, different personalities, different statuses, different thinking styles as well as different ideological and philosophical differences (Heger & Salehyan, 2007). In addition to helping members of the coalition understand the causes of conflicts, it is important to help them understand the conditions that may lead to conflict situations in a coalition. Some of the conditions that may lead to conflict situations include; conflict of interest, communication barriers, performance expectations, lack of cooperation as well as the existence of unresolved previous conflicts. In most cases, conflict of interest becomes the leading condition that sets up the ground for conflicts in a coalition. If members have different interests, they may find it difficult to have them resolved on time as everyone is trying to fight such that their opinion is recognized (Adorno, 2021). If some interests are not recognized, it may lead to a lack of cooperation from the members.

Negative Implications of Conflicts in a Coalition

After making the members of a coalition understand the cause and conditions that might lead to conflict within the coalition, it is important to have them acknowledge the impact of conflicts, which are mostly negative. One of the major impacts of conflicts in a coalition includes hindering of smooth working in the coalition as members are not in terms with each other (Daphi, Anderl & Deitelhoff, 2022). As a result, some of the projects or decision-making may end up stalling and this is not an achievement for the coalition. Another major impact of conflict in a coalition is that it reduces productivity since the members are focused on winning arguments rather than inputting the efforts and energy which is crucial in helping the coalition achieve its set objectives. Reduction of productivity arises from a hampered decision-making process as the leader in a coalition may have a difficult time reaching a consensus (Scolobig & Gallagher, 2021). As a result, it takes a lot of time and resources before eventually making members come to an agreement.

Conflict Resolution Behaviors

There are five major conflict resolution behaviors that members of a coalition should understand. Competition is one of such behaviors and includes a win-or-lose situation where members need to acknowledge that not all opinions will be taken for approval. Such members should accept to win or lose depending on the judgment presented. Collaboration involves finding some solutions that can satisfy the conflicting parties (Bundy, Vogel & Zachary, 2018). Collaboration is based on the willingness of the members to accept others' interests while protecting theirs. Both conflicting parties resolve to work together towards a mutually acceptable solution (Butterfoss, 2007). Compromise involves finding a middle route to resolve a conflict, with each party being prepared to win or lose and be contented with the solution achieved. Finally, accommodation involves high cooperation and low confrontation. Accommodation helps in playing down the differences and aims at stressing commonalities (Sinskey et al., 2019). Members in a coalition and who are involved in a coalition should be willing to accommodate the wishes of the other party in order to help solve the conflicts amicably.

References

Adorno, T. W. (2021). The meaning of working through the past. In Remembering the Holocaust in Germany, Austria, Italy and Israel (pp. 157-169). Brill.

Bundy, J., Vogel, R. M., & Zachary, M. A. (2018). Organization–stakeholder fit: A dynamic theory of cooperation, compromise, and conflict between an organization and its stakeholders. Strategic Management Journal, 39(2), 476-501.

Butterfoss, F., D. (2007). Coalitions and partnerships in community health. Jossy-Bass. San Fransisco, CA.

Daphi, P., Anderl, F., & Deitelhoff, N. (2022). Bridges or divides? Conflicts and synergies of coalition building across countries and sectors in the Global Justice Movement. Social Movement Studies, 21(1-2), 8-24.

Heger, L., & Salehyan, I. (2007). Ruthless rulers: Coalition size and the severity of civil conflict. International Studies Quarterly, 51(2), 385-403.

Scolobig, A., & Gallagher, L. (2021). Understanding, Analysing and Addressing Conflicts in Co-production. In The Palgrave Handbook of Co-Production of Public Services and Outcomes (pp. 613-636). Palgrave Macmillan, Cham.

Sinskey, J. L., Chang, J. M., Shibata, G. S., Infosino, A. J., & Rouine-Rapp, K. (2019). Applying conflict management strategies to the pediatric operating room. Anesthesia & Analgesia, 129(4), 1109-1117.