Conflict Resolution in Groups

Conflict Resolution in Groups

Conflict resolution has been researched, analysed and discussed for many years; however, it is only until recently that psychologists have gotten involved on a wider scale. Up until then the study of relations has more or less been the preserve of political scientists, historians and professionals such as lawyers and diplomats. Much of the social science research has therefore been based on the previous; therefore the theories developed give a much deeper insight to the psychological aspects of conflict resolution. In order to discuss conflict resolution, conflict needs to be defined.

Chambers (2003) defines conflict is as “ a violent collision: a struggle or contest: a battle: a mental struggle “(pg. 272) This is a general and very broad definition of the word which has been differently interpreted by psychologists as well as sociologists and economists. Shaw claims that in conflict situations driving forces are involved, combined with restraining forces, own forces and various combinations of induced or impersonal forces. All these contribute to a conflict situation. He goes on to explain that driving forces produce conflicts when the person is located between two positive valences, two negative valences or the person themselves. He uses a diagram to represent this (Appendix 1). In his next diagram he shows an avoidance-avoidance conflict situation is shown. (Appendix 2). Shaw refers to this as a stable conflict situation whereby the conflict usually remains unresolved. The third and last diagram represents two goals which both represent positive and negative valences in the same direction. This he calls the approach-avoidance conflict situation in which conflict is also stable however, people in this situation psychologically think they are in the avoidance-avoidance situation.

Conflicts which involve other forces such as driving forces or restraining forces, and these restrictions can’t be passed the person may respond with aggression, hostility, frustration, apathy or other negative feelings. Shaw believes that conflict can be caused by opposition of forces corresponding to the persons needs, or by induced forces. However, this theory makes little sense, as Shaw gives the example of an employer giving orders to an employee, may show signs of some kind of power of P ( a boss would have a certain hold/power over his/...

... middle of paper ...

...oup," in Henri Tajfel (ed.) Social Identity and Intergroup Relations. Cambridge, UK: Cambridge Univ. Press: 15-40.

Tzeng, O., & Jackson, J (1994) "Effects of Contact, Conflict, and Social Identity on Interethnic Group Hostilities," International Journal of Intercultural Relations (vol. 18, No.2): 259-276.

Van Knippenberg, A. (1989) "Strategies of Identity Management," in J. P. van Oudenhoven & Tineke Willemsen (eds.) Ethnic Minorities: Social Psychological Perspectives. Amsterdam, NL: Swets & Zeitlinger: 59-76.

Vayrynen, R. (1991) New Directions in Conflict Theory: Conflict Resolution and Conflict Transformation. London: Sage Publications

Volkan, V. & Itzkowitz, N. (1994). Turks and Greeks: Neighbours in Conflict. Huntingdon, England: Eothen Press.

Volkan, V. (1988) The Need to Have Enemies and Allies: From Clinical Practice to International Relationships. Northvale, NJ: Jason Aronson.

Volkan, V. (1992) "Ethnonationalistic Rituals: An Introduction," Mind and Human Interaction, Vol. 4: 3-19.

Woodhouse, T. & Rambotham, O. (2000) Peacekeeping & Conflict Resolution. Portland: Frank Cass Publications