conflict essay

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How to Write an Essay on Conflict

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In both real life and in fiction, conflict describes an enduring struggle between two opposing forces. Whether you're watching a cartoon or reading a serious literary tome, conflict is a key component of plot. Writing an essay on conflict requires a focus, clarity, and an understanding of the different types of conflict presented in a story.

Identify the Type of Conflict

While most people think of conflict as a fight between two characters, it can be categorized as internal or external or both. Conflict can present itself in four primary ways: externally, as man versus man, man versus society, or man versus nature and internally, as man versus self, as exemplified by the tragic struggle of Shakespeare’s Hamlet trying to avenge his father’s murder.

Find Supporting Evidence

Whether you’re analyzing a piece of literature or a clash between two nations, you’ll first need to identity the two opposing forces that comprise your central argument, and then find evidence to support your claim. For example, if your central conflict is man versus nature – think Sebastian Junger’s “The Perfect Storm” – you’ll want to find specific examples of where the sea rises up against the sailors. As with any analytical essay, analyzing conflicts requires you to look for specific quotes, phrases or parts of dialogue that reinforce your position.

Draft Your Thesis

Once you've figured out your protagonist and antagonist and the type of conflict to address in your essay, narrow your focus and write a concise thesis statement that states the central conflict you plan to address. For example, If you’re analyzing “man versus society” in your essay, such as when Atticus Finch fights against a racist society in “To Kill a Mockingbird,” you could state, "In 'To Kill a Mockingbird,' Harper Lee uses Atticus Finch’s defense of Tom Robinson to both illustrate and combat the rampant racism that has infected his Southern town." Your thesis statement will provide you with a road map for the rest of your paper and will help you decide upon the main points of your paper. Your thesis should be the very last sentence in your introduction.

Start Writing

Once you’ve found your examples and written your thesis, write your first draft. Remember to start your essay with a “hook” – a question, a quote, or a statistic, for example that will introduce the conflict you’ll be analyzing. Start each body paragraph with a topic sentence that states a main point, and then support that point with three or four of your examples from your initial research. Repeat this process for each remaining body paragraph. Within the body of the paper, address whether the conflict was resolved, and how. In your conclusion, summarize your main points and restate -- but don’t repeat verbatim -- your thesis.

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Jennifer Brozak earned her state teaching certificate in Secondary English and Communications from St. Vincent College in Latrobe, Pa., and her bachelor's degree in journalism from the University of Pittsburgh. A former high school English teacher, Jennifer enjoys writing articles about parenting and education and has contributed to Reader's Digest, Mamapedia, Shmoop and more.

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Mastering The Art Of Writing A Great Conflict Essay

Table of Contents

… But how to write a conflict essay?

This task can become a real stone of stumbling for many students, especially when they write admissions essays.

The practice shows that students tend to describe conflicts in the one-dimensional narrative, where one side of the conflict is depicted as a knight in shining armor and the other side is a complete villain.

Of course, it is the simplest way to manage conflicts (as anyone sees clearly, who is right), however, this approach highlight the inability to give an unbiased assessment of both sides of the conflict.

Here we will cover the essentials of writing such essays and how to avoid the most common mistakes in the conflict papers.

Studying the basics of the conflict essay

What is conflict, and what are its causes? Is it possible to avoid it, and how to solve it? Who are the participants, and is there a possibility for them to have a peaceful order? Here are the main points that should be covered in your text.

But what are you going to write about?

Different vocabularies give so many different definitions of this term that it is so easy to be bamboozled by all these meanings.

A war of a fight.
A mental struggle.
An opposition of persons or forces.
Anything that sets the character back from achieving a specific goal (in fiction).

That is why it is crucial to read and understand the task before you start writing.

Writing guideline for the essays about conflict

Your journey to the perfect paper should start with the proper investigation:

What is the type of conflict you are writing about?
What are its reasons?
What are the consequences?
How to solve it?

Taking into consideration all mentioned above, it becomes clear that the disagreement between two people does not limit the type of conflict. It also may cover a conflict between a man and society or nature, or even a fight against self.

And do not forget about the key players: the protagonist and antagonist of the conflict.

As soon as you have defined the central conflicts and leading players, it is time to gather facts that prove this point of view. Arm yourself with a pen and start searching for the evidence of conflict in the literary work, if your task is to cover the conflict depicted in a novel or a poem.

You may use many sources for data collection; however, make sure that they are reliable and relevant. And do not forget to jot down the information about the source for proper referencing; otherwise, using materials without appropriate arrangement will be considered plagiarism.

Carefully analyze gathered material and single out a precise thesis statement that will be the basis of the paper. Later it will become the last sentence of the introduction, but now it is the basis of the outline for your essay on conflict. The basic outline template for such paper will look like this:

A hook sentence – an interesting fact, question, quote, or anecdote.
Introduction part that makes readers aware of the conflict.
Thesis statement.
3 body paragraphs , each with one issue of the conflict and several proofs.
Address whether the conflict was resolved or not.
You may also discuss the ways of avoiding or solving the conflict.
The conclusion should cover the main points of the paper with the rephrasing of a thesis.

Breaking down a personal conflict essay

Two types of conflict can be covered in the essay – personal and internal. Personal, on its turn, can be divided into a conflict between people, or a person and organization, or a person and a state (especially in the countries of the totalitarian regime).

Usually, students prefer to describe their own conflict experience, for example, with parents or peers. In this case, one has to define the purpose of writing as thereon hangs the tone of the text. For example, the aim is to show that there are no right or wrong, but two legitimate points of view.

Then the tone of the paper will be empathic as the writer has the insight into the opposite point of view and there are two sides of every story.

What about an internal conflict essay?

Such essays deal with the psychological conflicts inside one person. Thus, they discuss what happens when we have to do something that is against ethical standards or values, or the clash of logical and emotional response to something.

Here much prominence should be given to the ways of overcoming this conflict and as a result, becoming a better person.

And in both cases, it is necessary to follow these guidelines to improve the quality of the text:

Pay attention to the task requirements: do not exceed the word limit , arrange the quotes according to the chosen referencing style, format the paper properly.
Make sure that the paper is plagiarism-free .
Edit and proofread the text.

Take advantage of a well-written conflict essay example

As they say, seeing once is better than hearing twice. When you look through a top-notch paper written by a professional writer, everything clicks into place.

What is more, you can use such paper as a template for your own paper and as a source of inspiration.

…What’s not to love?

Can’t complete such task in time? Entrust it to the professionals! Save time and energy, while your flawless paper will be ready for you in no time!

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Essays About Conflict in Life: Top 5 Examples and Prompts

Conflict is a broad and gripping topic, but most struggle to write about it. See our top essays about conflict in life examples and prompts to start your piece.

Conflict occurs when two people with different opinions, feelings, and behaviours disagree. It’s a common occurrence that we can observe wherever and whenever we are. Although conflicts usually imply negative aspects, they also have benefits such as stronger relationships and better communication.

To aid you in your paper, here are five examples to familiarize you with the subject:

1. Useful Notes On 4 Major Types Of Conflicts (Motivational Conflict) By Raghavendra Pras

2. encountering conflict by julius gregory, 3. complete guide to understanding conflict and conflict resolution by prasanna, 4. analysis of personal conflict experience by anonymous on gradesfixer, 5. personal conflict resolving skills essay by anonymous on ivypanda, 1. conflict: what is and how to avoid it, 2. conflicts in our everyday lives, 3. review on movies or books about conflicts, 4. actions and conflicts , 5. conflicts at home, 6. conflicts that changed my life, 7. my personal experience in covert conflict, 8. cascading conflicts, 9. how does conflict in life benefit you, 10. the importance of conflict management.

“Conflict… results when two or more motives drive behaviour towards incompatible goals.”

Pras regards conflict as a source of frustration with four types. Experimental psychologists identified them as approach-approach, avoidance-avoidance, approach-avoidance, and multiple approach-avoidance. He discusses each through his essay and uses theoretical analysis with real-life examples to make it easier for the readers to understand.

“The nature of conflict shows that conflict can either push people away or bring them into having a closer, more comfortable relationship.”

The main points of Gregory’s essay are the typical causes and effects of conflicts. He talks about how people should not avoid conflicts in their life and instead solve them to learn and grow. However, he’s also aware that no matter if a dispute is big or small, it can lead to severe consequences when it’s wrongly dealt with. He also cites real-life events to prove his points. At the end of the essay, he acknowledges that one can’t wholly avoid conflict because it’s part of human nature.

“…it is important to remember that regardless of the situation, it is always possible to resolve a conflict in some constructive or meaningful way.”

To help the reader understand conflict and resolutions, Prasanna includes the types, causes, difficulties, and people’s reactions to it. She shows how broad conflict is by detailing each section. From simple misunderstandings to bad faith, the conflict has varying results that ultimately depend on the individuals involved in the situation. Prasanna ends the essay by saying that conflict is a part of life that everyone will have to go through, no matter the relationship they have with others.

“I also now understand that trying to keep someone’s feelings from getting hurt might not always be the best option during a conflict.”

To analyze how conflict impacts lives, the author shares his personal experience. He refers to an ex-friend, Luke, as someone who most of their circle doesn’t like because of his personality. The author shares their arguments, such as when Luke wasn’t invited to a party and how they tried to protect his feelings by not telling Luke people didn’t want him to be there. Instead, they caved, and Luke was allowed to the gathering. However, Luke realized he wasn’t accepted at the party, and many were uncomfortable around him.

The essay further narrates that it was a mistake not to be honest from the beginning. Ultimately, the writer states that he would immediately tell someone the truth rather than make matters worse.

“To me if life did not have challenges and difficult circumstances we were never going to know the strength that we have in us.”

The essay delves into the writer’s conflicts concerning their personal feelings and professional boundaries. The author narrates how they initially had a good relationship with a senior until they filed for a leave. Naturally, they didn’t expect the coworker to lie and bring the situation to their committee. However, the author handled it instead of showing anger by respecting their relationship with the senior, controlling their emotion, and communicating properly.

10 Helpful Prompts On Essays About Conflict in Life

Below are easy writing prompts to use for your essay:

Define what constitutes a conflict and present cases to make it easier for the readers to imagine. To further engage your audience, give them imaginary situations where they can choose how to react and include the results of these reactions.

If writing this prompt sounds like a lot of work, make it simple. Write a 5-paragraph essay instead.

There are several types of conflict that a person experiences throughout their life. First, discuss simple conflicts you observe around you. For example, the cashier misunderstands an order, your mom forgets to buy groceries, or you have clashing class schedules.

Pick a movie or book and summarize its plot. Share your thoughts regarding how the piece tackles the conflicts and if you agree with the characters’ decisions. Try the 1985 movie The Heavenly Kid , directed by Cary Medoway, or Where the Conflict Really Lies: Science, Religion, and Naturalism by philosopher Alvin Plantinga.

In this essay, describe how actions can lead to conflict and how specific actions can make a conflict worse. Make your essay interesting by presenting various characters and letting them react differently to a particular conflict.

For example, Character A responds by being angry and making the situation worse. Meanwhile, Character B immediately solves the discord by respectfully asking others for their reasons. Through your essay, you’ll help your readers realize how actions significantly affect conflicts. You’ll also be able to clearly explain what conflicts are.

Essays about conflict in life: Conflicts at home

Your home is where you first learn how to handle conflicts, making it easier for your readers to relate to you. In your essay, tell a story of when you quarreled with a relative and how you worked it out. For instance, you may have a petty fight with your sibling because you don’t want to share a toy. Then, share what your parents asked you to do and what you learned from your dispute.

If there are simple conflicts with no serious consequences, there are also severe ones that can impact individuals in the long run. Talk about it through your essay if you’re comfortable sharing a personal experience. For example, if your parents’ conflict ended in divorce, recount what it made you feel and how it affected your life.

Covert conflict occurs when two individuals have differences but do not openly discuss them. Have you experienced living or being with someone who avoids expressing their genuine feelings and emotions towards you or something? Write about it, what happened, and how the both of you resolved it.

Some results of cascading conflict are wars and revolutions. The underlying issues stem from a problem with a simple solution but will affect many aspects of the culture or community. For this prompt, pick a relevant historical happening. For instance, you can talk about King Henry VIII’s demand to divorce his first wife and how it changed the course of England’s royal bloodline and nobles.

People avoid conflict as much as possible because of its harmful effects, such as stress and fights. In this prompt, focus on its positive side. Discuss the pros of engaging in disputes, such as having better communication and developing your listening and people skills.

Explain what conflict management is and expound on its critical uses. Start by relaying a situation and then applying conflict resolution techniques. For example, you can talk about a team with difficulties making a united decision. To solve this conflict, the members should share their ideas and ensure everyone is allowed to speak and be heard.

Here are more essay writing tips to help you with your essay.

Maria Caballero is a freelance writer who has been writing since high school. She believes that to be a writer doesn't only refer to excellent syntax and semantics but also knowing how to weave words together to communicate to any reader effectively.

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Essay Samples on Conflict

How to resolve conflict without violence: building peaceful communities.

Conflict is an inevitable aspect of human interactions, and while disagreements are a natural part of life, it is essential to address and resolve them without resorting to violence. By employing effective methods and strategies, individuals and communities can navigate conflicts constructively, fostering harmonious relationships...

Conflict Resolution

The UPS Teamsters Strike: Navigating Negotiations and Economic Impact

The Looming UPS Teamsters Strike After months of negotiations, the UPS Teamsters union and UPS management reached a tentative agreement on July 26, 2023, potentially averting a nationwide strike. The Teamsters strike had been authorized for early August if a deal was not reached, which...

Employee Engagement

The Enduring Issue of Conflict: From Imperialism to WWI and WWII

Introduction Conflict is a very significant enduring issue in history. Conflict is a serious disagreement or argument. There can be conflict between individuals, groups of people, and even nations, is significant because it affects a lot of people and has long-lasting effects. Some issues of...

Enduring Issue
Imperialism

Conflict Theory and Ageism in Aging Discrimination

The advantage characteristic of the conflict theory is that it creates a continuous constant, drive for the middle and upper topmost class of young people to accumulate compile, wealth to maintain preserve their social class. This is good because it ensures guarantee the economy grows....

Discrimination

The Link Between Identity and Purpose in Life in "Never Let Me Go"

It is known to man that when one knows what when you can find your purpose find a sense of identity to yourself. In “Never Let Me Go” The story focuses on Kathy H., who portrays herself as a guardian, talking about looking after organ...

Book Review
Never Let Me Go

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Ton Of Conflict In Sonny's Blues

There is a ton of conflict at work in 'Sonny's Blues.' The general clash in this story is between black presence and white society, and this has unequivocally affected how the storyteller sees the world. He depicts this battle of experiencing childhood in Harlem, where...

Sonny's Blues

My Personal Opinion on the Types of Conflict Resolution

Normally there are four types of conflict resolution strategies: Avoiding, Competing, Accommodating, and Collaborating. Avoiding is about a withdraw of a conflict. Competing is about a team being divided into two parties and instead of being collaborative they just fight and compete about who idea...

Collaboration
Conflict Resolution Theory

Kokata: Traditional Conflict Resolution Mechanism of the Kambata People of SNNPRS

Governments may find it usually difficult to find solution for a conflict of any type-be within a particular group, between groups or relating to between their own and outside groups, for example border conflict. This may be as they aspire to address conflict only using...

Analysis of the Salam Model of Conflict Resolution

Man is essentially a social being who necessarily must interact and compete with other members of his social setting to achieve anything. The Holy Qur’an alludes to this innate quality of man when it states that “And everyone has a goal which dominates him; vie,...

Competition

Theme of Conflict In 'A View From The Bridge'

Conflict is a theme which has quite a large role in this play because all the characters have a little bit of conflict between each other. In 1930s Brooklyn, there was conflict between two cultures due to Italians moving over to America. This caused conflict...

A View From The Bridge
Arthur Miller

Don Nardo's The Persian Gulf War and Its Detalisation of Conflicts

The Persian Gulf War By Don Nardo goes into detail about the conflict between Iran and Iraq, Kuwait, United States and more. In the introduction it starts off by stating “The world was stunned on August 2, 1990, by alarming news.[...]¨(7). The alarming news was...

Persian Gulf

Conflict among Nations as a Global Issue Throughout History

Throughout history, enduring issues have developed across time and societies. One such issue is conflict, this is a disagreement between two opposing parties. This issue is significant as it can destroy empires, encourage innovations, and kill or displace civilians. You can see the significance of...

Controversial Issue

An Argument for Constructing a Resolution Strategy for Ethnic Conflict

Global conflict refers to the disputes between different nations or states. It also refers to the conflicts between organizations and people in various nation-states. Furthermore, it applies to inter-group conflicts within a country in cases where one group is fighting for increased political, economic, or...

Ethnic Identity
Religious Pluralism

Different Conflict Situations In A Diverse Workplace

Joanne Barrett, a recruitment specialist states that when in a workplace with employees of different cultures, backgrounds, beliefs and values, conflict is bound to happen. Showing respect towards fellow colleagues in the organisation is important as to help solve it. Barret suggested that employers and...

How Conflict Can Be Normal In All Relationships

While conflict can be normal in all relationships, it should be a last resort by all means. Relationships should be a mutual effort and be based on communication. Reason being, it can lead to an unhealthy relationship, create a negative perception of the relationship, and...

Relationship

Issue Of Conflict Mineral Mining In Congo

It is no major secret that the area of land that makes up the Democratic Republic of the Congo (referred to in this paper by its shortened name, the Congo) has been in a state of conflict for the past 40 years or more, with...

Natural Resources

Reflection On Conflicts And Its Management In My Company

There is no universal explanation of what a conflict is, but can be considered, any situation in which the people’s perspectives, interests, goals, principles, or feelings are divergent. To ensure cooperation and productivity in any given company, every aspect of conflict must be appropriately dealt...

The War In Yemen: Roots Of The Conflict

The current war in Yemen has been ongoing for three years, since 2015. The Houthi rebels and Yemen’s government are in a bloody war. Roots for conflict started with the failure of a political change when the then president handed over his power to his...

What Is History

Cultural Conflicts In Multinational Corporations: Michelin Company Case

Michelin was established in the 1800s in France. There are over 120,000 employee around the world and most 20,000 people are working in North America. In 2004, the department of North America faced some challenges includes decreasing in performance and lack of competitiveness. After evaluation,...

Best topics on Conflict

1. How to Resolve Conflict Without Violence: Building Peaceful Communities

2. The UPS Teamsters Strike: Navigating Negotiations and Economic Impact

3. The Enduring Issue of Conflict: From Imperialism to WWI and WWII

4. Conflict Theory and Ageism in Aging Discrimination

5. The Link Between Identity and Purpose in Life in “Never Let Me Go”

6. Ton Of Conflict In Sonny’s Blues

7. My Personal Opinion on the Types of Conflict Resolution

8. Kokata: Traditional Conflict Resolution Mechanism of the Kambata People of SNNPRS

9. Analysis of the Salam Model of Conflict Resolution

10. Theme of Conflict In ‘A View From The Bridge’

11. Don Nardo’s The Persian Gulf War and Its Detalisation of Conflicts

12. Conflict among Nations as a Global Issue Throughout History

13. An Argument for Constructing a Resolution Strategy for Ethnic Conflict

14. Different Conflict Situations In A Diverse Workplace

15. How Conflict Can Be Normal In All Relationships

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Conflicts - Free Essay Examples And Topic Ideas

Conflicts arise from disagreements or competition between individuals, groups, or nations. Essays on conflicts might explore various types of conflicts, the underlying causes, and the potential resolutions. Discussions could cover interpersonal conflicts, communal disputes, or international conflicts, and might delve into the psychological, social, and political dimensions of conflict. Moreover, analyzing the role of negotiation, mediation, and reconciliation in resolving conflicts, examining historical and contemporary case studies of conflicts, and exploring the theories of conflict resolution can provide a thorough understanding of the complexities and potential solutions to conflicts at various scales. We’ve gathered an extensive assortment of free essay samples on the topic of Conflicts you can find at Papersowl. You can use our samples for inspiration to write your own essay, research paper, or just to explore a new topic for yourself.

The Streetcar Named Desire: Symbols, Ideas, Conflicts

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The Crucible and the Conflicts the Characters

Selfishness is one of the many evils in a man or a woman, perhaps is the worst. The evil or vengeance a person wants to payback often has something that'll come back to you if it's done. In the book called, The Crucible, by Arthur Miller uses the character to shows flaws, that actions have consequences. The cause and effects of the characters had done something and in return, something is good or bad. John Proctor's flaw is lust; he […]

World War I: Deadliest War Ever

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Exploring Identity Conflicts in Langston Hughes’ Poem

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Adventures, Conflicts, and Struggles in “Lord of the Flies”

William Golding’s Lord of the Flies is a fictional novel which tells of a group of boys who are stranded on an island with no adult supervision, and their adventures, conflicts, and struggles. The boys are stranded on an island and one of the boys, Ralph, becomes the leader of the boys and is trying his hardest to get the boys rescued. Meanwhile, another, Jack, shows no intention of getting off the island and makes a band of hunters which […]

The Effects of the French Revolution in the Caribbean

The French Revolution had a major impact on the French colonies of the Caribbean. Eric Martone the author of the article “Gens de Couleur in Saint Domingue and France during the French Revolution” explained that prior to the French Revolution the Caribbean colonies that were owned by France were the top producers of the “Western society’s sugar and coffee.” The majority of this sugar and coffee was produced in San Domingue. As a result of the French Revolution, San Domingue, […]

Tensions and Conflicts have had Adverse Ramifications – the Rising Action

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The Japanese Invasion of Manchuria: Catalyst of the Sino-Japanese Conflicts

The incursion by Japan into Manchuria in September 1931 is a pivotal event in the historical narrative of East Asia, signifying the commencement of a confrontation that would ultimately evolve into the Second Sino-Japanese War. The aforementioned occurrence, influenced by Japan's imperial aspirations and the geopolitical circumstances of the early 20th century, not only transformed the destiny of the area but also had significant ramifications for the global society. This article delves into the historical backdrop, progression, and ramifications of […]

Second Crusade in Medieval History

In medieval times there were military expeditions called crusades (Currie). The purpose of these crusades was to recover the Holy Land from the Muslims. Known as the Second Crusade the expedition was started for the purpose of reclaiming the city of Edessa. Although they had the necessary forces to achieve this feat it had ultimately fallen flat due to failure to have success in their battles (Combee and Thompson ). Previously in the First Crusade, the Christian forces had reclaimed […]

Navigating the Tides of Conflicts: a Closer Look at the Barbary Wars

An important period in the history of both North Africa and the United States is represented by the Barbary Wars, a sequence of battles that took place in the early 19th century. These conflicts, which were mostly fought between the United States and the Barbary States of North Africa, concerned not only high seas warfare but also diplomacy, ties with other countries, and the developing US identity globally. The purpose of this article is to investigate the intricacies of the […]

Conflicts and Effective Communication

Conflict is everywhere and is very hard to avoid. It exists in schools, hospitals, church, prison and major businesses. It could happen between employer-to-employer, employer-to-employee, and even employee-to-employee. When we hear the word conflict, we automatically think that something really bad is going on. In Managing Conflict in Organizations, M. Afzalur Rahim (200) explains that conflict has the potential for both positive and negative consequences. The main reason that conflict exists in the workplace is because we fail to actively […]

Muroski: Enduring Issues Essay: American Revolution

Since the beginning of time, every society has had to address enduring issues with different results. One enduring issue is conflict. Conflict is a serious disagreement or argument between individuals, groups of people, or nations. This issue was apparent during the time period of the American Revolution when British colonists rebelled against the mother country due to the many unfair taxes that were imposed on them. Like all enduring issues, this one has affected and has been affected by people, […]

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The Battle of New Orleans War of 1812

The battle of New Orleans is of a major historical significance as it was the final confrontation that existed between the Americans and the British. The battle that started on the 8th and ended 26th of January 1815. It took place after the war of 1812. Andrew Jackson who led the Americans to this battle had not received the information in regard to the Treaty of Ghent that was signed two weeks earlier. This treaty ended the war. The Americans […]

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World War II was one of the most influential events in world history. Not only did it shape the way the modern world works, it influenced the multitude of governments within it and changed the course of history. There was 16 allied nations fighting with 7 axis nations killing 40,000,000 to 50,000,000 people making it the deadliest conflict in human history. Nazi Germany had one of the biggest roles in WW2 because of many reasons. WW2 started on September 1, […]

Information about World War i

World War 1, also known as the first world war and the great war, had started conflicts throughout the world. 1914-1918 most of the european countries, Russia, and the middle east were at war. The United States would also be entering the war later as it went on. Germany, Austria, and Turkey were the Central Powers, they fought against the Allies which was France, Great Britain, Russia and later the U.S. 19 million soldiers and civilians died in World War […]

Pearl Harbor Issues

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Conflicts Essay Example

Type of paper: Essay

Topic: Conflict , Management , Workplace , Leadership , Society , Organization , Employee , Teamwork

Words: 1250

Published: 03/16/2021

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Arguably, not every society in the world can avoid conflict. In fact, conflict is part of human nature. Conflict among organizations and individuals is an unavoidable aspect of daily life. Many scholars assert that conflict is inevitable. Perhaps, understanding how it escalates and starts entails progressive strategy in using it to the advantage of those concerned. Conflict refers to a situation in which groups and people think, or have incompatible goals and objectives. Conflict is a wide concept, but many people belief only violence and war is conflict. However, conflict takes place in all levels of society and in all situations. Generally, organizations, individuals and people experience various types of conflicts every day (Philips, 2007).

As a matter of fact, conflict escalation is a steady regression from immature and mature level of various emotional developments. Certainly, the psychological course develops from one step to another. Conflict escalates in various stages, and each stage has various characteristics. Some conflict escalates for a good course; good relationship face at times conflict. In most case, parties look for solutions cooperatively and objectively. Furthermore, ways that conflict escalates include complaints, passive resistance, active resistance, assaultive, as well as use of lethal force (Wandberg, 2005).

Undeniably, the organization of society is in a way that it has both root causes and factors that may escalate conflicts. Unjust and unequal treatment of individuals in the community could lead to conflicting situations. For example, if leadership and opportunities in the nation do not represent the members of the entire society (Philips, 2007). Other scholars assert that, conflict is as a result of arithmetical progression of resource supply and geometrical progression in population increase. Due to imbalance in population and resource allocation, individuals will struggle to survive leading to conflict.

Conversably, individual differences in society cause conflict. As a matter of fact, people in society are different in nature and have variation on issues such as ideas, aspirations, attitudes, as well as interest. Therefore, this difference puts them in a situation that they cannot accommodate each other, leading to conflict. Additionally, cultural issues could tremendous cause conflicting situations (O’Rourke & Collins, 2008). Culture differ from one community to another, this variation sometimes causes tension. Among these communities, there are various interests among individuals, making conflict inevitable.

Social change is part of societal growth and progress. Nevertheless, the rate in which social change escalates may lead to the uprising of conflict. In the 21st century, there are various conflicting scenarios between the old norms and the new generations. Conflict expresses a state of social disequilibrium among the parties. Other core causes of conflict include, political discrimination, identity and ethnic affiliation, economic issues, as well, as modernization.

Addressing conflict in society is very important. In fact, addressing conflict is crucial in achieving enhancing productivity, as well as organizational effectiveness. In society, most individuals and organizations suffer from chronic patters of conflicts that have never been resolved. This may cause dysfunction among the conflicting parties. Hence, addressing conflicts resolves issues and ensure that there is normal functioning in the society. Generally, addressing conflict is crucial because it increases productivity, reduces costs, increase collaboration, as well as bringing satisfaction (Wandberg, 2005).

The existence of conflict in an organization, among individuals, and in the government is not a bad thing. Certainly, when conflict is resolved effectively it leads to development and growth at professional and personal level. Nevertheless, effective resolution of conflict creates a difference between negative and positive outcomes. When conflict is resolved effectively, it leads to positive impacts; hence, it justifies on the occurrence of the conflict (Philips, 2007). Effective conflict resolution leads to unbelievable benefits such as increased understanding, group cohesion, and improvement in self-knowledge. The strategies used to effectively resolve conflict, expands the awareness of people on issues, strengthening of bonds, prevent fights, as well as providing them with insights on how to achieve cooperate and personal objectives.

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However, poor handling of conflict could lead to a negative outcome. In fact, conflicting objectives may promptly turn to be organizational and personal dislikes. The teamwork among the parties is broken, talent wasted, as well as tremendous decrease in production. Individuals in society should understand and appreciate the existence of competition, and uniqueness. Perhaps, these will lead to collaboration, accommodation and compromising of situation (O’Rourke & Collins, 2008).

In society today, there are various incidences of conflict. In fact, the incident objectively observed demonstrated various aspects of conflict, which include causes, parties’ reactions, as well as strategies to resolve it. The incident took place between management and the employees over working conditions and remunerations. The situation in the workplace was very critical. As a matter of fact, there were few conflict cowards in the group. Every individual wanted his or her views to be heard and considered. The entire group of employees were united in airing their views; many of them were furious because they had addressed their problem to the management team, but their problems were not solved.

The conflicts in the workplace were caused by various reasons. The management team and the employees differed in addressing priorities; the management placed higher priorities to the progress of the company more than the priorities of the m employees. Additionally, the methods of promotions and awarding process in the company were not equally carried out. Therefore, it developed a lot of tension among the employees and the management team. Moreover, the conflicting groups complained of various organizational issues, which in one way or another escalated conflicts. The organizational factors included budget, management, long working hours, leadership. Adherence to core values, disagreements, as well as financial problems. Other core issues that were observable were poor communications, differences in interests, and personality clashes (Wandberg, 2005).

The main parties on the workplace conflict focused in resolving the conflict through communication. The management team elaborated on improving various organizational practices. Perhaps, they established the cause of the problem and established subordinate goals, minimized authorities of management as well as improving policies. The tension among the parties was very high, but the few individuals who were against negative conflicts acted and tried to make the parties reach a consensus. Furthermore, the organization made changes on human resource department that will focus on analyzing internal problems. Ultimately, the remuneration agreement was arrived at.

Undeniably, the deals made during conflict resolution process eased the tension, and the parties came to a compromising position. Despite the efforts, others were still emotional and could not accept some terms. As a matter of fact, it is very difficult to convince everyone in a conflict situation. The employees and management have different priorities, personalities as well as interests O’Rourke, J & Collins, S. (2008). The ultimate decision that was focused on was to involve the employees in setting the appropriate remuneration percentage, which will affect the company and employees equally. The most important strategy in making the entire decisions was to reduce tension and encourage communication. The cost of conflict should not outweigh the entire progress of the organization; hence, management team should focus on preventing conflict to escalate further. Conflict is part of human life and should always be handled with great care.

O’Rourke, J & Collins, S. (2008). Managing Conflict and Workplace Relationship. London: John Wiley & Sons.

Philips, G. (2007). The Conflict. New Jersey: Echo Press. Wandberg, R. (2005). Conflict Resolution: Communication, Cooperation, Compromise. New York: Wadsworth.

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3 Ways to Make Conflict Less Destructive

Two ropes pulling on a larger rope to shape its path

“Do you think you could sum up the essence of all you’ve learned in one sentence?”

That was the question my friend Jim Collins, the famed leadership author, suddenly asked me as we were hiking up a mountain a few years ago.

“You’ve been wandering around the world for the last 45 years,” he continued, “working in some of the world’s toughest conflicts from the Cold War to the Middle East, from strikes to boardroom battles. What can help us in these times of intense conflict?”

I am an anthropologist by training. If I were a Martian anthropologist looking at us now, I would say we live in a time of great paradox. Never before in human evolution have we enjoyed such an abundance of opportunities to solve the world’s problems and live the life we want for ourselves and our children. And yet at the same time, with the rapid changes and disruptions, we face a wave of destructive conflict that’s polarizing every facet of life from family to work to community to our world—and paralyzing our ability to work together.

How do we navigate this stormy time to be able to realize the enormous opportunities we have at hand?

First, we need to be realistic: we can’t end conflict. Nor should we . In fact, we may actually need more conflict, not less—and by that, I mean the healthy conflict that allows us to engage our differences, grow, and change what needs to be changed. The choice we face is not to get rid of conflict but to transform it from destructive fighting into creative, constructive, collaborative negotiation.

So what do we need to transform our conflicts and navigate these tumultuous times?

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Home — Essay Samples — Business — Conflict Management — Effective Conflict Management Strategies

Effective Conflict Management Strategies

Categories: Conflict Management

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Words: 672 |

Published: Jan 31, 2024

Words: 672 | Page: 1 | 4 min read

Introduction, definition and types of conflicts, importance of effective conflict management, strategies and techniques in conflict management, evaluating the effectiveness of conflict management strategies, a. collaborative problem-solving, b. compromise and negotiation, c. mediation and third-party intervention.

Level of satisfaction and agreement of all parties involved
Reduction of tension and escalation of conflict
Creativity and flexibility in generating solutions
Long-term sustainability of the resolution
Diamond, L. (2013). Democracy's Fourth Wave? Digital Media and the Arab Spring. Oxford University Press.
Ding, C., & Liu, Y. (2016). A review on tuition-free higher education: Opportunity for developing countries to transform tertiary education. International Journal of Educational Development, 48, 22-30.
Druckman, D. (2000). Negotiation: From theory to practice. Journal of Social Issues, 56(1), 43-55.

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Beyond Intractability

The Hyper-Polarization Challenge to the Conflict Resolution Field: A Joint BI/CRQ Discussion BI and the Conflict Resolution Quarterly invite you to participate in an online exploration of what those with conflict and peacebuilding expertise can do to help defend liberal democracies and encourage them live up to their ideals.

Follow BI and the Hyper-Polarization Discussion on BI's New Substack Newsletter .

Hyper-Polarization, COVID, Racism, and the Constructive Conflict Initiative Read about (and contribute to) the Constructive Conflict Initiative and its associated Blog —our effort to assemble what we collectively know about how to move beyond our hyperpolarized politics and start solving society's problems.

By Michelle LeBaron

July 2003

Culture is an essential part of conflict and conflict resolution. Cultures are like underground rivers that run through our lives and relationships, giving us messages that shape our perceptions, attributions, judgments, and ideas of self and other. Though cultures are powerful, they are often unconscious, influencing conflict and attempts to resolve conflict in imperceptible ways.

Cultures are more than language, dress, and food customs. Cultural groups may share race, ethnicity, or nationality, but they also arise from cleavages of generation, socioeconomic class, sexual orientation, ability and disability, political and religious affiliation, language, and gender -- to name only a few.

Two things are essential to remember about cultures: they are always changing, and they relate to the symbolic dimension of life. The symbolic dimension is the place where we are constantly making meaning and enacting our identities. Cultural messages from the groups we belong to give us information about what is meaningful or important, and who we are in the world and in relation to others -- our identities.

Cultural messages, simply, are what everyone in a group knows that outsiders do not know. They are the water fish swim in, unaware of its effect on their vision. They are a series of lenses that shape what we see and don't see, how we perceive and interpret, and where we draw boundaries. In shaping our values, cultures contain starting points and currencies[1]. Starting points are those places it is natural to begin, whether with individual or group concerns, with the big picture or particularities. Currencies are those things we care about that influence and shape our interactions with others.

How Cultures Work

Though largely below the surface, cultures are a shifting, dynamic set of starting points that orient us in particular ways and away from other directions. Each of us belongs to multiple cultures that give us messages about what is normal, appropriate, and expected. When others do not meet our expectations, it is often a cue that our cultural expectations are different. We may mistake differences between others and us for evidence of bad faith or lack of common sense on the part of others, not realizing that common sense is also cultural. What is common to one group may seem strange, counterintuitive, or wrong to another.

Cultural messages shape our understandings of relationships, and of how to deal with the conflict and harmony that are always present whenever two or more people come together. Writing about or working across cultures is complicated, but not impossible. Here are some complications in working with cultural dimensions of conflict, and the implications that flow from them:

Culture is multi-layered -- what you see on the surface may mask differences below the surface.

Therefore, cultural generalizations are not the whole story, and there is no substitute for building relationships and sharing experiences, coming to know others more deeply over time.

Culture is constantly in flux -- as conditions change, cultural groups adapt in dynamic and sometimes unpredictable ways.

Therefore, no comprehensive description can ever be formulated about a particular group. Any attempt to understand a group must take the dimensions of time, context, and individual differences into account.

Culture is elastic -- knowing the cultural norms of a given group does not predict the behavior of a member of that group, who may not conform to norms for individual or contextual reasons.

Therefore, taxonomies (e.g. "Italians think this way," or "Buddhists prefer that") have limited use, and can lead to error if not checked with experience.

Culture is largely below the surface, influencing identities and meaning-making, or who we believe ourselves to be and what we care about -- it is not easy to access these symbolic levels since they are largely outside our awareness.

Therefore, it is important to use many ways of learning about the cultural dimensions of those involved in a conflict, especially indirect ways, including stories, metaphors, and rituals.

Cultural influences and identities become important depending on context. When an aspect of cultural identity is threatened or misunderstood, it may become relatively more important than other cultural identities and this fixed, narrow identity may become the focus of stereotyping , negative projection, and conflict. This is a very common situation in intractable conflicts.

Therefore, it is useful for people in conflict to have interactive experiences that help them see each other as broadly as possible, experiences that foster the recognition of shared identities as well as those that are different.

Since culture is so closely related to our identities (who we think we are), and the ways we make meaning (what is important to us and how), it is always a factor in conflict. Cultural awareness leads us to apply the Platinum Rule in place of the Golden Rule. Rather than the maxim "Do unto others as you would have them do unto you," the Platinum Rule advises: "Do unto others as they would have you do unto them."

Culture and Conflict: Connections

Cultures are embedded in every conflict because conflicts arise in human relationships. Cultures affect the ways we name, frame, blame, and attempt to tame conflicts. Whether a conflict exists at all is a cultural question. In an interview conducted in Canada, an elderly Chinese man indicated he had experienced no conflict at all for the previous 40 years.[2] Among the possible reasons for his denial was a cultural preference to see the world through lenses of harmony rather than conflict, as encouraged by his Confucian upbringing. Labeling some of our interactions as conflicts and analyzing them into smaller component parts is a distinctly Western approach that may obscure other aspects of relationships.

Culture is always a factor in conflict, whether it plays a central role or influences it subtly and gently. For any conflict that touches us where it matters, where we make meaning and hold our identities, there is always a cultural component. Intractable conflicts like the Israeli-Palestinian conflict or the India-Pakistan conflict over Kashmir are not just about territorial, boundary, and sovereignty issues -- they are also about acknowledgement, representation, and legitimization of different identities and ways of living, being, and making meaning.

Conflicts between teenagers and parents are shaped by generational culture, and conflicts between spouses or partners are influenced by gender culture. In organizations, conflicts arising from different disciplinary cultures escalate tensions between co-workers, creating strained or inaccurate communication and stressed relationships. Culture permeates conflict no matter what -- sometimes pushing forth with intensity, other times quietly snaking along, hardly announcing its presence until surprised people nearly stumble on it.

Culture is inextricable from conflict, though it does not cause it. When differences surface in families, organizations, or communities, culture is always present, shaping perceptions, attitudes, behaviors, and outcomes.

When the cultural groups we belong to are a large majority in our community or nation, we are less likely to be aware of the content of the messages they send us. Cultures shared by dominant groups often seem to be "natural," "normal" -- "the way things are done." We only notice the effect of cultures that are different from our own, attending to behaviors that we label exotic or strange.

Though culture is intertwined with conflict, some approaches to conflict resolution minimize cultural issues and influences. Since culture is like an iceberg -- largely submerged -- it is important to include it in our analyses and interventions. Icebergs unacknowledged can be dangerous, and it is impossible to make choices about them if we don't know their size or place. Acknowledging culture and bringing cultural fluency to conflicts can help all kinds of people make more intentional, adaptive choices.

Culture and Conflict: How to Respond

Given culture's important role in conflicts, what should be done to keep it in mind and include it in response plans? Cultures may act like temperamental children: complicated, elusive, and difficult to predict. Unless we develop comfort with culture as an integral part of conflict, we may find ourselves tangled in its net of complexity, limited by our own cultural lenses. Cultural fluency is a key tool for disentangling and managing multilayered, cultural conflicts.

Cultural fluency means familiarity with cultures: their natures, how they work, and ways they intertwine with our relationships in times of conflict and harmony. Cultural fluency means awareness of several dimensions of culture, including

Communication,
Ways of naming, framing, and taming conflict,
Approaches to meaning making,
Identities and roles.

Each of these is described in more detail below.

Communication refers to different starting points about how to relate to and with others. There are many variations on these starting points, and they are outlined in detail in the topic Communication, Culture, and Conflict . Some of the major variations relate to the division between high- and low-context communications, a classification devised by Edward T. Hall.[3]

In high-context communication, most of a message is conveyed by the context surrounding it, rather than being named explicitly in words. The physical setting, the way things are said, and shared understandings are relied upon to give communication meaning. Interactions feature formalized and stylized rituals, telegraphing ideas without spelling them out. Nonverbal cues and signals are essential to comprehension of the message. The context is trusted to communicate in the absence of verbal expressions, or sometimes in addition to them. High-context communication may help save face because it is less direct than low-context communication, but it may increase the possibilities of miscommunication because much of the intended message is unstated.

Low-context communication emphasizes directness rather than relying on the context to communicate. From this starting point, verbal communication is specific and literal, and less is conveyed in implied, indirect signals. Low-context communicators tend to "say what they mean and mean what they say." Low-context communication may help prevent misunderstandings , but it can also escalate conflict because it is more confrontational than high-context communication.

As people communicate, they move along a continuum between high- and low-context. Depending on the kind of relationship, the context, and the purpose of communication, they may be more or less explicit and direct. In close relationships, communication shorthand is often used, which makes communication opaque to outsiders but perfectly clear to the parties. With strangers, the same people may choose low-context communication.

Low- and high-context communication refers not only to individual communication strategies, but may be used to understand cultural groups. Generally, Western cultures tend to gravitate toward low-context starting points, while Eastern and Southern cultures tend to high-context communication. Within these huge categories, there are important differences and many variations. Where high-context communication tends to be featured, it is useful to pay specific attention to nonverbal cues and the behavior of others who may know more of the unstated rules governing the communication. Where low-context communication is the norm, directness is likely to be expected in return.

There are many other ways that communication varies across cultures. High- and low-context communication and several other dimensions are explored in Communication, Culture, and Conflict .

Ways of naming, framing, and taming conflict vary across cultural boundaries. As the example of the elderly Chinese interviewee illustrates, not everyone agrees on what constitutes a conflict. For those accustomed to subdued, calm discussion, an emotional exchange among family members may seem a threatening conflict. The family members themselves may look at their exchange as a normal and desirable airing of differing views. Intractable conflicts are also subject to different interpretations. Is an event a skirmish, a provocation, an escalation, or a mere trifle, hardly worth noticing? The answer depends on perspective, context, and how identity relates to the situation.

Just as there is no consensus across cultures or situations on what constitutes a conflict or how events in the interaction should be framed, so there are many different ways of thinking about how to tame it. Should those involved meet face to face, sharing their perspectives and stories with or without the help of an outside mediator? Or should a trusted friend talk with each of those involved and try to help smooth the waters? Should a third party be known to the parties or a stranger to those involved?

John Paul Lederach, in his book Preparing for Peace: Conflict Transformation Across Cultures, identifies two third-party roles that exist in U.S. and Somali settings, respectively -- the formal mediator and the traditional elder.[4] The formal mediator is generally not known to those involved, and he or she tries to act without favoritism or investment in any particular outcome. Traditional elders are revered for their local knowledge and relationships, and are relied upon for direction and advice, as well as for their skills in helping parties communicate with each other. The roles of insider partial (someone known to the parties who is familiar with the history of the situation and the webs of relationships) and outsider neutral (someone unknown to the parties who has no stake in the outcome or continuing relationship with the parties) appear in a range of cultural contexts. Generally, insider partials tend to be preferred in traditional, high-context settings, while outside neutrals are more common in low-context settings.

These are just some of the ways that taming conflict varies across cultures. Third parties may use different strategies with quite different goals, depending on their cultural sense of what is needed. In multicultural contexts, parties' expectations of how conflict should be addressed may vary, further escalating an existing conflict.

Approaches to meaning-making also vary across cultures. Hampden-Turner and Trompenaars suggest that people have a range of starting points for making sense of their lives, including:

universalist (favoring rules, laws, and generalizations) and particularist (favoring exceptions, relations, and contextual evaluation)
specificity (preferring explicit definitions, breaking down wholes into component parts, and measurable results) and diffuseness (focusing on patterns, the big picture, and process over outcome)
inner direction (sees virtue in individuals who strive to realize their conscious purpose) and outer direction (where virtue is outside each of us in natural rhythms, nature, beauty, and relationships)
synchronous time (cyclical and spiraling) and sequential time (linear and unidirectional).[5]

When we don't understand that others may have quite different starting points, conflict is more likely to occur and to escalate. Even though the starting points themselves are neutral, negative motives are easily attributed to someone who begins from a different end of the continuum.[6]

For example, when First Nations people sit down with government representatives to negotiate land claims in Canada or Australia, different ideas of time may make it difficult to establish rapport and make progress. First Nations people tend to see time as stretching forward and back, binding them in relationship with seven generations in both directions. Their actions and choices in the present are thus relevant to history and to their progeny. Government negotiators acculturated to Western European ideas of time may find the telling of historical tales and the consideration of projections generations into the future tedious and irrelevant unless they understand the variations in the way time is understood by First Nations people.

Of course, this example draws on generalizations that may or may not apply in a particular situation. There are many different Aboriginal peoples in Canada, Australia, New Zealand, the United States, and elsewhere. Each has a distinct culture, and these cultures have different relationships to time, different ideas about negotiation, and unique identities. Government negotiators may also have a range of ethno cultural identities, and may not fit the stereotype of the woman or man in a hurry, with a measured, pressured orientation toward time.

Examples can also be drawn from the other three dimensions identified by Hampden-Turner and Trompenaars. When an intractable conflict has been ongoing for years or even generations, should there be recourse to international standards and interveners, or local rules and practices? Those favoring a universalist starting point are more likely to prefer international intervention and the setting of international standards. Particularlists will be more comfortable with a tailor-made, home-grown approach than with the imposition of general rules that may or may not fit their needs and context.

Specificity and diffuseness also lead to conflict and conflict escalation in many instances. People, who speak in specifics, looking for practical solutions to challenges that can be implemented and measured, may find those who focus on process, feelings, and the big picture obstructionist and frustrating. On the other hand, those whose starting points are diffuse are more apt to catch the flaw in the sum that is not easy to detect by looking at the component parts, and to see the context into which specific ideas must fit.

Inner-directed people tend to feel confident that they can affect change, believing that they are "the masters of their fate, the captains of their souls."[7] They focus more on product than process. Imagine their frustration when faced with outer-directed people, whose attention goes to nurturing relationships, living in harmony with nature, going with the flow, and paying attention to processes rather than products. As with each of the above sets of starting points, neither is right or wrong; they are simply different. A focus on process is helpful, but not if it completely fails to ignore outcomes. A focus on outcomes is useful, but it is also important to monitor the tone and direction of the process. Cultural fluency means being aware of different sets of starting points, and having a way to speak in both dialects, helping translate between them when they are making conflict worse.

These continua are not absolute, nor do they explain human relations broadly. They are clues to what might be happening when people are in conflict over long periods of time. We are meaning-making creatures, telling stories and creating understandings that preserve our sense of self and relate to our purpose. As we come to realize this, we can look into the process of meaning making for those in a conflict and find ways to help them make their meaning-making processes and conclusions more apparent to each other.

This can be done by storytelling and by the creation of shared stories, stories that are co-constructed to make room for multiple points of view within them. Often, people in conflict tell stories that sound as though both cannot be true. Narrative conflict-resolution approaches help them leave their concern with truth and being right on the sideline for a time, turning their attention instead to stories in which they can both see themselves.

Another way to explore meaning making is through metaphors. Metaphors are compact, tightly packaged word pictures that convey a great deal of information in shorthand form. For example, in exploring how a conflict began, one side may talk about its origins being buried in the mists of time before there were boundaries and roads and written laws. The other may see it as the offspring of a vexatious lawsuit begun in 1946. Neither is wrong -- the issue may well have deep roots, and the lawsuit was surely a part of the evolution of the conflict. As the two sides talk about their metaphors, the more diffuse starting point wrapped up in the mists of time meets the more specific one, attached to a particular legal action. As the two talk, they deepen their understanding of each other in context, and learn more about their respective roles and identities.

Identities and roles refer to conceptions of the self. Am I an individual unit, autonomous, a free agent, ultimately responsible for myself? Or am I first and foremost a member of a group, weighing choices and actions by how the group will perceive them and be affected by them? Those who see themselves as separate individuals likely come from societies anthropologists call individualist. Those for whom group allegiance is primary usually come from settings anthropologists call collectivist, or communitarian.

In collectivist settings, the following values tend to be privileged:

cooperation
filial piety (respect for and deference toward elders)
participation in shared progress
reputation of the group
interdependence

In individualist settings, the following values tend to be privileged:

competition
independence
individual achievement
personal growth and fulfillment
self-reliance

When individualist and communitarian starting points influence those on either side of a conflict, escalation may result. Individualists may see no problem with "no holds barred" confrontation, while communitarian counterparts shrink from bringing dishonor or face-loss to their group by behaving in unseemly ways. Individualists may expect to make agreements with communitarians, and may feel betrayed when the latter indicate that they have to take their understandings back to a larger public or group before they can come to closure. In the end, one should remember that, as with other patterns described, most people are not purely individualist or communitarian. Rather, people tend to have individualist or communitarian starting points, depending on one's upbringing, experience, and the context of the situation.

There is no one-size-fits-all approach to conflict resolution, since culture is always a factor. Cultural fluency is therefore a core competency for those who intervene in conflicts or simply want to function more effectively in their own lives and situations. Cultural fluency involves recognizing and acting respectfully from the knowledge that communication, ways of naming, framing, and taming conflict, approaches to meaning-making, and identities and roles vary across cultures.

[1] See also the essays on Cultural and Worldview Frames and Communication Tools for Understanding Cultural Differences .

[2] LeBaron, Michelle and Bruce Grundison. 1993. Conflict and Culture: Research in Five Communities in British Columbia, Canada . Victoria, British Columbia: University of Victoria Institute for Dispute Resolution.

[3] Hall, Edward T. 1976. Beyond Culture . Garden City, NY: Doubleday.

[4] Lederach, John Paul. 1995. Preparing for Peace. Conflict Transformation Across Cultures . Syracuse, NY: Syracuse University Press, pp. 94.

[5] Hampden-Turner, Charles and Fons Trompenaars. 2000. Building Cross Cultural Competence. How to Create Wealth from Conflicting Values. New Haven and London: Yale University Press.

[6] There is also the set of essays on framing which is closely related to the idea of meaning making.

[7] Ibid., 244.

Use the following to cite this article: LeBaron, Michelle. "Culture and Conflict." Beyond Intractability . Eds. Guy Burgess and Heidi Burgess. Conflict Information Consortium, University of Colorado, Boulder. Posted: July 2003 < http://www.beyondintractability.org/essay/culture-conflict >.

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Article contents

Conflict management.

Patricia Elgoibar , Patricia Elgoibar University of Barcelona
Martin Euwema Martin Euwema Katholieke Universiteit Leuven
and Lourdes Munduate Lourdes Munduate University of Seville
https://doi.org/10.1093/acrefore/9780190236557.013.5
Published online: 28 June 2017

Conflicts are part of nature and certainly part of human relations, between individuals, as well as within and between groups. Conflicts occur in every domain of life: family, work, and society, local and global. Conflict management, therefore, is an essential competency for each person. People differ largely in their emotional and behavioral responses to conflict and need to learn how to behave effectively in different conflict situations. This requires a contingency approach, first assessing the conflict situation, and then choosing a strategy, matching the goals of the party. In most situations, fostering cooperative relations will be most beneficial; however, this is also most challenging. Therefore, constructive conflict management strategies, including trust building and methods of constructive controversy, are emphasized. Conflict management, however, is broader than the interaction of the conflicting parties. Third-party interventions are an essential element of constructive conflict management, particularly the assessment of which parties are intervening in what ways at what escalation stage.

cooperation
competition
conflict behavior
conglomerate conflict behavior
constructive conflict management
conflict resolution strategies

Definition of Conflict

Conflicts are part of nature, and certainly part of human relations. People experience conflict with other persons, in teams or in groups, as well as between larger entities, departments, organizations, communities, and countries. Conflicts appear at home, at work, and in our spare-time activities with friends, with people we love and with people we hate, as well as with our superiors and with our subordinates and coworkers. Parties need to accept conflicts as part of life dynamics and learn to deal with them effectively and efficiently. Conflict management refers to the way we manage incompatible actions with others, where others can be a person or a group.

Conflict is a component of interpersonal interactions; it is neither inevitable nor intrinsically bad, but it is commonplace (Coleman, Deutsch, & Marcus, 2014 ; Schellenberg, 1996 ). In the 20th century , Lewin ( 1935 ) concluded that an intrinsic state of tension motivates group members to move toward the accomplishment of their desired common goals. Later on, Parker Follett ( 1941 ) explored the constructive side of conflict and defined conflict as the appearance of difference, difference of opinions or difference of interests. Deutsch ( 1949 ) developed this line of thought and analyzed the relation between the way group members believe their goals are related and their interactions and relationships.

A common definition of conflict argues that there is a conflict between two (or more) parties (individuals or groups) if at least one of them is offended, or feels bothered by the other (Van de Vliert, 1997 ; Wall & Callister, 1995 ). Traditionally, conflict has been defined as opposing interests involving scarce resources and goal divergence and frustration (Pondy, 1967 ). However, Deutsch ( 1973 ) defined conflict as incompatible activities: one person's actions interfere, obstruct, or in some way get in the way of another's action. Tjosvold, Wan, and Tang ( 2016 ) proposed that defining conflict as incompatible actions is a much stronger foundation than defining conflict as opposing interests, because conflicts also can occur when people have common goals (i.e., they may disagree about the best means to achieve their common goals). The key contribution of Deutsch’s ( 1973 ) proposal is that incompatible activities occur in both compatible and incompatible goal contexts. Whether the protagonists believe their goals are cooperative or competitive very much affects their expectations, interaction, and outcomes as they approach conflict (Tjosvold et al., 2016 ).

Characteristics of Conflict

Euwema and Giebels ( 2017 ) highlighted some key elements of conflict.

Conflict implies dependence and interdependence. Parties rely to some extent on the other parties to realize their goals (Kaufman, Elgoibar, & Borbely, 2016 ). This interdependence can be positive (a cooperative context), negative (a competitive context), or mixed. Positive interdependence is strongly related to cooperative conflict behaviors, while negative interdependence triggers competitive behaviors (Johnson & Johnson, 2005 ). Interdependence also reflects the power difference between parties. A short-term contractor on a low-paid job usually is much more dependent on the employer than vice versa. Many conflicts, however, can be seen as “mixed motive” situations.

Conflicts are mostly mixed motive situations because parties have simultaneous motives to cooperate and motives to compete. Parties are, on the one hand, dependent on each other to realize their goal, and, on the other hand, they are at the same time competitors. For example, two colleagues on a team are cooperating for the same team result; however, there is competition for the role as project leader. In a soccer team, the players have a team goal of working together to win, but they can be competing to be the top scorer. The mixed motive structure is very important to understand conflict dynamics. When conflicts arise, the competitive aspects become more salient, and the cooperative structure often is perceived less by parties. Interventions to solve conflict, therefore, are often related to these perceptions and the underlying structures.

Conflict is a psychological experience. Conflict is by definition a personal and subjective experience, as each individual can perceive and manage the same conflict in a different manner. Conflict doesn’t necessarily have an objective basis (Van de Vliert, 1997 ). It depends on the perception of the specific situation, and the perception is by definition subjective and personal.

Conflict concerns cognitive and affective tension. When someone perceives blocked goals and disagreements, he or she can also, although not necessarily, feel fear or anger. Many authors consider that conflict is emotionally charged (Nair, 2007 ; Pondy, 1967 ; Sinaceur, Adam, Van Kleef, & Galinky, 2013 ), although the emotion doesn’t need to be labeled necessarily as a negative emotion. Some people actually enjoy conflict. Emotional experiences in conflict are also scripted by cultural, historical, and personal influences (Lindner, 2014 ).

Conflict can be unidirectional. One party can feel frustrated or thwarted by the other while the second party is hardly aware of, and doesn’t perceive the same reality of, the conflict.

Conflict is a process. Conflict is a dynamic process that does not appear suddenly, but takes some time to develop and passes through several stages (Spaho, 2013 ). Conflict is the process resulting from the tension in interpersonal interactions or between team members because of real or perceived differences (De Dreu & Weingart, 2003 ; Thomas, 1992 ; Wall & Callister, 1995 ).

Type of Conflict: Task, Process, and Relationship Conflict

Early conflict and organizational research concluded that conflict interferes with team performance and reduces satisfaction due to an increase in tension and distraction from the objective (Brown, 1983 ; Hackman & Morris, 1975 ; Pondy, 1967 ; Wall & Callister, 1995 ). Jehn ( 1995 ) differentiated between task and relational conflict, and later also included process conflict (De Wit, Greer, & Jehn, 2012 ). Task conflict refers to different opinions on content (Jehn & Mannix, 2001 ). Examples of task conflict are conflict about distribution of resources, about procedures and policies, and judgment and interpretation of facts (De Dreu & Weingart, 2003 ). Process conflict refers to how tasks should be accomplished (Jehn, Greer, Levine, & Szulanski, 2008 ). Examples are disagreements about logistic and delegation issues (Jehn et al., 2008 ). Finally, relationship conflict refers to “interpersonal incompatibility” (Jehn, 1995 , p. 257). Examples of relationship conflict are conflict about personal taste, political preferences, values, and interpersonal style (De Dreu & Weingart, 2003 ). All three types of conflict—task, process, and personal (relational) conflicts—are usually disruptive, especially personal conflict, which is highly disruptive (De Dreu & Weingart, 2003 ; Jehn, 1995 , 1997 ). A review and meta-analysis by De Wit et al. ( 2012 ) showed that, under specific conditions, task conflict can be productive for teams. Moreover, conflict can wreck a team’s efforts to share information and reach a consensus (Amason & Schweiger, 1994 ). Therefore, research supporting the benefit of task and relationship conflict is not conclusive and each situation varies. What seems to be clear is that managing conflict efficiently to avoid escalation is a priority for teams.

Conflict Behavior, Conflict Management, and Conflict Resolution

Conflict behavior, conflict management, and conflict resolution are different layers of a conflict process and therefore should be distinguished. Conflict behavior is any behavioral response to the experience of frustration, while conflict management is the deliberate action to deal with conflictive situations, both to prevent or to escalate them. Also, conflict management is differentiated from conflict resolution, which is specific action aimed to end a conflict.

Conflict Behavior

Conflict behavior is the behavioral response to the experience of conflict (Van de Vliert et al., 1995 ). Conflict behavior is defined as one party’s reaction to the perception that one’s own and the other party’s current aspiration cannot be achieved simultaneously (Deutsch, 1973 ; Pruitt, 1981 ; Rubin, Pruitt, & Kim, 1994 ). It is both what people experiencing conflict intend to do, as well as what they actually do (De Dreu, Evers, Beersma, Kluwer, & Nauta, 2001 ; Van de Vliert, 1997 ). In conflict situations people often respond primarily, following their emotions, more or less conscientiously.

Many factors affect how people respond to the experience of conflict. Social psychology shows the processes are largely unconscious (Wilson, 2004 ). For example, how people respond to intimidating behavior by their supervisor might be primarily influenced by the context and individual perception, as well as previous relations with persons in authority, including parents and teachers (Gelfand & Brett, 2004 ; Van Kleef & Cote, 2007 ). These natural behavioral responses are also referred to as “conflict styles.” They are rooted in our personality and can differ in context. Some people will naturally respond by being friendly and accommodating, where others will start arguing or fighting (Barbuto, Phipps, & Xu, 2010 ; Kilmann & Thomas, 1977 ; Van Kleef & Cote, 2007 ).

Conflict behavior becomes more effective once we are more aware of our natural tendencies and are also able not to act upon them, and instead to show flexibility in behavioral approaches. This is where conflict behavior becomes conflict management. Therefore, one can be a naturally highly accommodating person who will spontaneously give in to others who make demands, but one will be more effective after learning to assess the situation at hand and to carefully decide on a response, which might be quite different from the natural or spontaneous reaction.

Dual-Concern Model

The dual-concern model holds that the way in which parties handle conflicts can de described and is determined by two concerns: concern for self (own interests) and concern for others (relational interests) (Blake & Mouton, 1964 ; Pruitt & Rubin, 1986 ; Rahim, 1983 ; Thomas, 1992 ; Van de Vliert, 1999 ) (see Figure 1 ). Usually, the two concerns define five different conflict behaviors: forcing, avoiding, accommodating, compromising, and problem solving or integrating. These behaviors are studied at the level of general personal conflict styles, closely connected to personality, as well as at the level of strategies and tactics (Euwema & Giebels, 2017 ).

The different conflict styles have been studied intensively, with three approaches. A normative approach, wherein integrating (also known as problem solving) is seen as the preferred behavior for conflict resolution; a contingency approach, exploring conditions under which each of the behaviors is most appropriate; and a conglomerate approach, focusing on a combination of the behaviors (see “ Conglomerate Conflict Behavior ”).

Figure 1. Dual-concern model.

In forcing, one party aims to achieve his or her goal by imposing a solution onto the other party. Concern for one’s own interests and own vision is what matters. There is little attention and care for the interests and needs of the other party, or the relationship with the other (Euwema & Giebels, 2017 ). This style is appropriate when the outcome is important for one party but trivial to the opponent, or when fast decision making is necessary. It becomes inappropriate when issues are complex, when both parties are equally powerful, when the outcome is not worth the effort for one party, or when there is enough time to make a collective decision. Moreover, forcing decisions can seriously damage a relationship and contribute to bullying in the workplace (Baillien, Bollen, Euwema, & De Witte, 2014 ); however, normative forcing, which is referring to rules and imposing them, can be effective (De Dreu, 2005 ). Note that some alternative terms that have been used for forcing in the literature are competitive , contending , or adversarial behavior .

With avoiding, one party aims to stay out of any confrontation with the other. This behavior prevents efforts to yield, to negotiate constructively, or to compete for one’s own gains. The conflict issue receives little attention, usually because the avoiding party thinks he or she won’t gain from entering into the conflict (Euwema & Giebels, 2017 ; Van de Vliert, 1997 ). Avoiding may be used when the benefits of resolving the conflict are not worth confronting the other party, especially when the problem is trivial or minor; when no good solutions are available for now; or when time is needed (Van Erp et al., 2011 ). An important motive for avoiding also is to prevent loss of face and to maintain the relationship. This is particularly true in collectivistic cultures, particularly in Asian societies (Oetzel et al., 2001 ). Avoiding is inappropriate when the issues are important to a party, when the parties cannot wait, or when immediate action is required (Rahim, 2002 ). Rubin, Pruitt, and Kim ( 1994 ) distinguished between long-term avoidance, which is a permanent move to leave the conflict, and short-term avoidance, defined as temporary inaction.

Accommodating

Accommodating is giving in or going along with the ideas, wishes, and needs of the other party. Accommodating usually is the result of a low concern for one’s own conflictive interests combined with a high concern for the interests and needs of the other party. Giving in often is related to a strong need for harmony and a sensitivity to the needs of the other. Accommodation is useful when a party is not familiar with the issues involved in the conflict, when the opponent is right, when the issue is much more important to the other party, and in order to build or maintain a long-term relationship, in exchange for future consideration when needed. Giving in also can be an educational strategy, giving space to the other to find out what the effect will be. Accommodating is less appropriate when the issue is of great concern, when accommodation creates frustration, or when accommodation reinforces dynamics of exploitation (Spaho, 2013 ). Note that an alternative term for this concept that can be found in the literature is yielding .

Compromising

Compromising involves searching for a middle ground, with an eye on both one’s own interest and the interest of the other. The premise is that both parties must find a middle ground where everyone receives equal consideration, meaning that each party makes some concession (Van de Vliert, 1997 ). Compromising is appropriate when a balance of forces exists and the goals of parties are mutually exclusive (Buddhodev, 2011 ). Compromise leads to a democratic solution; however, it may prevent arriving at a creative solution to the problem and a limited effort to increase resources before distributing them (Spaho, 2013 ).

Problem Solving or Integrating

Problem solving is a win–win strategy aimed at “optimizing rather than satisfying the parties” (Van de Vliert, 1997 , p. 36). Great value is attached to one’s own interests and vision, but also a lot of attention is given to the needs, ideas, and interests of the other. One looks for open and creative solutions that meet both interests. Problem solving or integrating is useful in dealing with complex issues, and it allows both parties to share skills, information, and other resources to redefine the problem and formulate alternative solutions. It is, however, inappropriate when the task is simple or trivial, and when there is no time. Also, it is more difficult to develop when the other party does not have experience in problem solving or when the parties are unconcerned about the outcomes (Pruitt & Rubin, 1986 ). Note that some alternative terms that can be found in the literature for this concept are cooperation and collaboration .

The dual-concern model is used as a contingency model, describing which conflict behaviors are used best under what conditions (Van de Vliert et al., 1997 ), and also as a normative model, promoting integrating behaviors as the most effective style, particularly when it comes to joined outcomes and long-term effectiveness. Forcing, in contrast, is often described as a noncooperative behavior, with risk of escalated and unilateral outcomes (Blake & Mouton, 1964 ; Burke, 1970 ; Deutsch, 1973 ; Fisher & Ury, 1981 ; Pruitt & Rubin, 1986 ; Rahim, 2010 ; Thomas, 1992 ). As a result, authors define forcing and integrating as two opposed behavioral approaches (Tjosvold, Morishima, & Belsheim, 1999 ). Following this model, many scholars during the 1970s and 1980s proposed that individuals use a single behavior in conflict, or that the behaviors should be seen as independent. Therefore, the antecedents and effects of different conflict behaviors are often analyzed separately (Tjosvold, 1997 ; Volkema & Bergmann, 2001 ). However, parties usually try to achieve personal outcomes, and try to reach mutual agreements by combining several behaviors in a conflict episode (Van de Vliert, 1997 ). This is the basic assumption of the conglomerate conflict behavior (CCB) theory (Van de Vliert, Euwema, & Huismans, 1995 ), which established that conflict behaviors are used in a compatible manner, sequentially or simultaneously.

Conglomerate Conflict Behavior (CCB)

In the dual-concern model, a contrast is made between forcing (contending with an adversary in a direct way) and integrating (reconciling the parties’ basic interests) as two opposed behavioral approaches (Tjosvold et al., 1999 ). However, the CCB framework assumes that individual reactions to conflict typically are complex and consist of multiple components of behavior (Van de Vliert, 1997 , Van de Vliert et al., 1995 ). The CCB theory covers the idea that behavioral components may occur simultaneously or sequentially and that the combination drives toward effectiveness (Euwema & Van Emmerik, 2007 ; Medina & Benitez, 2011 ). The theory has been supported in studies analyzing conflict management effectiveness in different contexts, such as in managerial behavior (Munduate, Ganaza, Peiro, & Euwema, 1999 ), in military peacekeeping (Euwema & Van Emmerik, 2007 ) and by worker representatives in organizations (Elgoibar, 2013 ).

The main reason that people combine different behaviors is because conflicts are often mixed-motive situations (Euwema, Van de Vliert, & Bakker, 2003 ; Euwema & Van Emmerik, 2007 ; Walton & McKersie, 1965 ). Mixed-motive situations are described as situations that pose a conflict between securing immediate benefits through competition, and pursuing benefits for oneself and others through cooperation with other people (Komorita & Parks, 1995 ; Sheldon & Fishbach, 2011 ). Therefore, a person's behavior in a conflict episode is viewed as a combination of some of the five forms of conflict behaviors. An example of sequential complex behavior is to first put the demands clearly (forcing), followed by integrating (searching for mutual gains, and expanding the pie), and finally compromising, where distributive issues are dealt with in a fair way. An example of serial complexity can be found in multi-issue conflict, when for some issues conflict can be avoided, while for high priorities, demands are put on the table in a forcing way. Another CCB pattern is the conglomeration of accommodating and forcing. This pattern is sometimes referred to as “logrolling” (Van de Vliert, 1997 , p. 35), and it is a classic part of integrative strategies, to maximize the outcomes for both parties. Logrolling behavior consists of accommodating the high-concern issues of the other party and forcing one’s own high-concern issues. This approach is usually helpful in multi-issue trade negotiations; however, it requires openness of both parties to acknowledging key interests.

How to Explore Your Tendency in Conflict

The most famous and popular conflict behavior questionnaires are:

MODE (Management of Differences Exercise). MODE, developed in 1974 by Thomas and Killman, presents 30 choices between two options representing different conflict styles.

ROCI (Rahim's Organizational Conflict Inventory). The ROCI is a list of 28 items that measures the five styles of conflict behavior described.

Dutch Test of Conflict Handling. This list of 20 items measures the degree of preference for the five styles (Van de Vliert & Euwema, 1994 ; De Dreu et al., 2001 , 2005 ). It has been validated internationally.

Conflict management is deliberate action to deal with conflictive situations, either to prevent or to escalate them. Unlike conflict behavior, conflict management encompasses cognitive responses to conflict situations, which can vary from highly competitive to highly cooperative. Conflict management does not necessarily involve avoidance, reduction, or termination of conflict. It involves designing effective strategies to minimize the dysfunctions of conflict and to enhance the constructive functions of conflict in order to improve team and organizational effectiveness (Rahim, 2002 ).

Conflicts are not necessarily destructive (De Dreu & Gelfand, 2008 ; Euwema, Munduate, Elgoibar, Pender, & Garcia, 2015 ), and research has shown that constructive conflict management is possible (Coleman, Deutsch, & Marcus, 2014 ). The benefits of conflict are much more likely to arise when conflicts are discussed openly, and when discussion skillfully promotes new ideas and generates creative insights and agreements (Coleman et al., 2014 ; De Dreu & Gelfand, 2008 ; Euwema et al., 2015 ; Tjosvold, Won, & Chen, 2014 ). To make a constructive experience from conflict, conflict needs to be managed effectively.

Deutsch’s classic theory of competition and cooperation describes the antecedents and consequences of parties’ cooperative or competitive orientations and allows insights into what can give rise to constructive or destructive conflict processes (Deutsch, 1973 , 2002 ). The core of the theory is the perceived interdependence of the parties, so that the extent that protagonists believe that their goals are cooperative (positively related) or competitive (negatively related) affects their interaction and thus the outcomes. Positive interdependence promotes openness, cooperative relations, and integrative problem solving. Perceived negative interdependence on the other hand, induces more distance and less openness, and promotes competitive behavior, resulting in distributive bargaining or win–lose outcomes (Tjosvold et al., 2014 ).

Whether the protagonists believe their goals are cooperative or competitive very much affects their expectations, interactions, and outcomes. If parties perceive that they can reach their goals only if the other party also reaches their goals, the goal interdependence is positively perceived and therefore parties will have higher concern for the other’s goals and manage the conflict cooperatively (De Dreu et al., 2001 ; Tjosvold et al., 2014 ). On the contrary, if one party perceives that they can reach their goals only if the other party fails to obtain their goals, the interdependence becomes negatively perceived and the approach to conflict becomes competitive (Tjosvold et al., 2014 ). Goals can also be independent; in that case, conflict can be avoided (the parties don’t need to obstruct each other’s goals to be successful). Therefore, how parties perceive their goals’ interdependence affects how they negotiate conflict and whether the conflict is constructively or destructively managed (Alper et al., 2000 ; Deutsch, 1973 ; Johnson & Johnson, 1989 ; Tjosvold, 2008 ).

Successfully managing conflict cooperatively requires intellectual, emotional, and relational capabilities in order to share information, to contribute to value creation, and to discuss differences constructively (Fisher & Ury, 1981 ; Tjosvold et al., 2014 ). In contrast, a competitive-destructive process leads to material losses and dissatisfaction, worsening relations between parties, and negative psychological effects on at least one party—the loser of a win–lose context (Deutsch, 2014 ).

Deutsch’s theory proposes that emphasizing cooperative goals in conflict by demonstrating a commitment to pursue mutually beneficial solutions creates high-quality resolutions and relationships, while focusing on competitive interests by pursuing one’s own goals at the expense of the other’s escalates conflict, resulting in imposed solutions and suspicious relationships (Tjosvold et al., 2014 ).

In summary, Deutsch’s theory states that the context in which the conflict process is expressed drives parties toward either a cooperative or a competitive orientation in conflicts (Alper et al., 2000 ; Deutsch, 2006 ; Johnson & Johnson, 1989 ). In other words, a cooperative context is related to a cooperative conflict pattern, and a competitive context is related to a competitive conflict pattern. When parties have a cooperative orientation toward conflict, parties discuss their differences with the objective of clarifying them and attempting to find a solution that is satisfactory to both parties—both parties win (Carnevale & Pruitt, 1992 ). On the contrary, in competition, there is usually a winner and a loser (Carnevale & Pruitt, 1992 ) (see Table 1 ). In the CCB model, the patterns can include cooperative (i.e., integrating) and competitive (i.e. forcing) behavior; however, the cooperative pattern will be dominated by integrating while the competitive pattern will be dominated by forcing (Elgoibar, 2013 ).

Table 1. Characteristics of Cooperative and Competitive Climates

Source : Coleman, Deutsch, and Marcus ( 2014 ).

How to Manage Conflicts Constructively

The need for trust.

Trust is commonly defined as a belief or expectation about others’ benevolent motives during a social interaction (Holmes & Rempel, 1989 ; Rousseau et al., 1998 ). Mutual trust is one important antecedent as well as a consequence of cooperation in conflicts (Deutsch, 1983 ; Ferrin, Bligh, & Kohles, 2008 ). As Nahapiet and Ghoshal pointed out, “Trust lubricates cooperation, and cooperation itself breeds trust” ( 1998 , p.255). There is ample evidence that constructive conflict and trust are tightly and positively related (Hempel, Zhang, & Tjosvold, 2009 ; Bijlsma & Koopman, 2003 ; Lewicki, Tonlinson, & Gillespie, 2006 ).

Successful constructive conflict management requires maximal gathering and exchange of information in order to identify problems and areas of mutual concern, to search for alternatives, to assess their implications, and to achieve openness about preferences in selecting optimal solutions (Bacon & Blyton, 2007 ; Johnson & Johnson, 1989 ; Tjosvold, 1999 ). Trust gives parties the confidence to be open with each other, knowing that the shared information won’t be used against them (Zaheer & Zaheer, 2006 ). Various studies revealed that trust leads to constructive conglomerate behaviors and to more integrative outcomes in interpersonal and intergroup conflicts (Lewicki, Elgoibar, & Euwema, 2016 ; Lewicki, McAllister, & Bies, 1998 ; Ross & LaCroix, 1996 ).

How can trust be promoted? Developing trust is challenging (Gunia, Brett, & Nandkeolyar, 2014 ; Hempel et al., 2009 ). Numerous scholars have noted that trust is easier to destroy than to create (Hempel et al., 2009 ; Meyerson et al., 1996 ). There are two main reasons for this assertion. First, trust-breaking events are often more visible and noticeable than positive trust-building actions (Kramer, 1999 ). Second, trust-breaking events are judged to have a higher impact on trust judgments than positive events (Slovic, 1993 ). Furthermore, Slovic ( 1993 ) concluded that trust-breaking events are more credible than sources of good news. Thus, the general belief is that trust is easier to destroy than it is to build, and trust rebuilding may take even longer than it took to create the original level of trust (Lewicki et al., 2016 ).

However, there is room for optimism, and different strategies have been shown to promote trust. As held in social exchange theory (Blau, 1964 ), risk taking by one party in supporting the other party has been found to signal trust to the other party (Serva et al., 2005 ). Yet, fears of exploitation make trust in conflict management and negotiation scarce. Therefore, the use of trust-promoting strategies depends on the specific situation, and parties need practical guidance on how and when to manage conflict constructively by means of promoting mutual trust.

How does the possibility of trust development between parties depend on the conflict context? Based on this practical question, some strategies for trust development have been proposed (Fisher & Ury, 1981 ; Fulmer & Gelfand, 2012 ; Gunia, Brett, & Nandkeolyar, 2012 ; Lewicki et al., 2016 ). In relationships where trust is likely, the following strategies can help: assume trustworthiness, prioritize your interests and give away a little information about them, engage in reciprocity (concessions), highlight similarities and spend time together, get to know your counterpart personally and try to be likable, behave consistently and predictably, and paraphrase your counterpart’s positions. In relationships where trust seems possible: emphasize common goals; focus on the subject, not on the people; look to the future and find a shared vision; mix questions and answers about interests and priorities—the fundamental elements of information sharing—with making and justifying offers; take a break; suggest another approach; call in a mediator; and forgive the other party’s mistakes. In relationships where trust is not possible, more cautious strategies can help: make multi-issue offers; think holistically about your counterpart’s interests; engage in reciprocity (concessions); express sympathy, apologize, or compliment your counterpart; and look for preference patterns in your counterpart’s offers and responses.

Constructive Controversy

C onstructive controversy is defined as the open-minded discussion of conflicting perspectives for mutual benefit, which occurs when protagonists express their opposing ideas that obstruct resolving the issues, at least temporarily (Tjosvold et al., 2014 ). Indicators of constructive controversy include listening carefully to each other’s opinion, trying to understand each other’s concerns, and using opposing views to understand the problem better. These skills are considered vitally important for developing and implementing cooperative problem-solving processes successfully and effectively.

Deutsch ( 2014 ) stated that there haven’t been many systematic discussions of the skills involved in constructive solutions to conflict, and he proposed three main types of skills for constructive conflict management:

Rapport-building skills are involved in establishing effective relationships between parties (such as breaking the ice; reducing fears, tensions, and suspicion; overcoming resistance to negotiation; and fostering realistic hope and optimism).

Cooperative conflict-resolution skills are concerned with developing and maintaining a cooperative conflict resolution process among the parties involved (such as identifying the type of conflict in which the parties are involved; reframing the issues so that conflict is perceived as a mutual problem to be resolved cooperatively; active listening and responsive communication; distinguishing between effective relationships between parties and positions; encouraging, supporting, and enhancing the parties; being alert to cultural differences and the possibilities of misunderstanding arising from them; and controlling anger).

Group process and decision-making skills are involved in developing a creative and productive process (such as monitoring progress toward group goals; eliciting, clarifying, coordinating, summarizing, and integrating the contributions of the various participants; and maintaining group cohesion).

Tjosvold et al. ( 2014 ) and Johnson et al. ( 2014 ) also elaborate on the skills needed for facilitating open-minded discussions and constructive controversy. They developed four mutually reinforcing strategies for managing conflict constructively:

Developing and expressing one’s own view. Parties need to know what each of the others wants and believes, and expressing one’s own needs, feelings, and ideas is essential to gaining that knowledge. By strengthening expression of their own positions, both parties can learn to investigate their position, present the best case they can for it, defend it vigorously, and try at the same time to refute opposing views. However, expressing one’s own position needs to be supplemented with an open-minded approach to the other’s position.

Questioning and understanding others’ views. Listening and understanding opposing views, as well as defending one’s own views, makes discussing conflicts more challenging but also more rewarding; therefore, the parties can point out weaknesses in each other’s arguments to encourage better development and expression of positions by finding more evidence and strengthening their reasoning.

Integrating and creating solutions. The creation of new alternatives lays the foundation for genuine agreements about a solution that both parties can accept and implement. However, protagonists may have to engage in repeated discussion to reach an agreement, or indeed they may be unable to create a solution that is mutually acceptable, and then they can both learn to become less adamant, to exchange views directly, and to show that they are trying to understand and integrate each other’s ideas so that all may benefit.

Agreeing to and implementing solutions. Parties can learn to seek the best reasoned judgment, instead of focusing on “winning”; to criticize ideas, not people; to listen and understand everyone’s position, even if they do not agree with it; to differentiate positions before trying to integrate them; and to change their minds when logically persuaded to do so.

Conflict Resolution

Conflict resolution processes are aimed at ending a conflict. So, while conflict management can also include escalation, conflict resolution searches for a way of ending the conflict. The difference between resolution and management of conflict is more than semantic (Robbins, 1978 ). Conflict resolution means reduction, elimination, or termination of conflict.

To find a resolution, parties have to bring an extra piece of information, relate the information they have differently, or transform the issue, change the rules, change the actors or the structure, or bring in a third party (Vayrynen, 1991 ). The most popular conflict resolution processes are: negotiation, mediation, conflict coaching, and arbitration (Rahim, 2002 ). Conflict resolution can also be accomplished by ruling by authorities. Integration of the different techniques sequentially or simultaneously has been shown to support optimal conflict resolution (Jones, 2016 ).

Negotiation

Negotiation is a process in which the parties attempt to jointly create an agreement that resolves a conflict between them (Lewicki & Tomlinson, 2014 ). Walton and McKersie ( 1965 ) were the first to identify the two polar yet interdependent strategies known as distributive and integrative negotiation. Distributive negotiation means that activities are instrumental to the attainment of one party’s goals when they are in basic conflict with those of the other party. Integrative negotiation means that parties’ activities are oriented to find common or complementary interests and to solve problems confronting both parties. Other scholars also focused on the opposite tactical requirements of the two strategies, using a variety of terms, such as contending versus cooperating (Pruitt, 1981 ), claiming value versus creating value (Lax & Sebenius, 1987 ), and the difference between positions and interests (Fisher & Ury, 1981 ).

If a distributive strategy is pursued too vigorously, a negotiator may gain a greater share of gains, but of a smaller set of joint gains, or, worse, may generate an outcome in which both parties lose. However, if a negotiator pursues an integrative negotiation in a single-minded manner—being totally cooperative and giving freely accurate and credible information about his/her interests—he or she can be taken advantage of by the other party (Walton & McKersie, 1965 ). The different proposals that have been formulated to cope with these central dilemmas in negotiation are mainly based on a back-and-forth communication process between the parties, which is linked to the negotiators’ interpersonal skills (Brett, Shapiro, & Lytle, 1998 ; Fisher & Ury, 1981 ; Rubin et al., 1994 ).

Mediation is process by which a third party facilitates constructive communication among disputants, including decision making, problem solving and negotiation, in order to reach a mutually acceptable agreement (Bollen, Munduate, & Euwema, 2016 ; Goldman, Cropanzano, Stein, & Benson, 2008 ; Moore, 2014 ). Using mediation in conflict resolution has been proven to prevent the negative consequences of conflict in the workplace (Bollen & Euwema, 2010 ; Bollen et al., 2016 ), in collective bargaining (Martinez-Pecino et al., 2008 ), in inter- and intragroup relations (Jones, 2016 ), and in interpersonal relations (Herrman, 2006 ). However, mediation is not a magic bullet and works better in conflicts that are moderate rather than extreme, when parties are motivated to resolve the conflict, and when parties have equal power, among other characteristics (Kressel, 2014 ).

Conflict Coaching

Conflict coaching is a new and rapidly growing process in the public as well as private sector (Brinkert, 2016 ). In this process, a conflict coach works with a party to accomplish three goals (Jones & Brinkert, 2008 ): (a) analysis and coherent understanding of the conflict, (b) identification of a future preferred direction, and (c) skills development to implement the preferred strategy. Therefore, a conflict coach is defined as a conflict expert who respects the other party’s self-determination and aims to promote the well-being of the parties involved. Giebels and Janssen ( 2005 ) found that, when outside help was called in, parties in conflict experienced fewer negative consequences in terms of individual well-being than people who did not ask for third-party help.

Sometimes, the leader of a team can act as conflict coach. A study by Romer and colleagues ( 2012 ) showed that a workplace leader’s problem-solving approach to conflicts increased employees’ perception of justice and their sense that they had a voice in their workplace, as well as reduced employees’ stress (De Reuver & Van Woerkom, 2010 ; Romer et al., 2012 ). In contrast, the direct expression of power in the form of forcing behavior can harm employees’ well-being (Peterson & Harvey, 2009 ). A forcing leader may become an additional party to the conflict (i.e., employees may turn against their leader; Romer et al, 2012 ).

Conflict coaching and mediation are different processes. First, in conflict coaching, only one party is involved in the process, while in mediation, the mediator helps all the parties in conflict to engage in constructive interaction. Second, conflict coaching focuses on direct skills instructions to the party (i.e., negotiation skills). In that, conflict coaching is also a leadership development tool (Romer et al., 2012 ). There is a growing tendency to integrate conflict coaching and workplace mediation, particularly in preparation for conflict resolution, because the coach can help the coached party to investigate options and weigh the advantages of the different options (Jones, 2016 ).

Arbitration

Arbitration is an institutionalized procedure in which a third party provides a final and binding or voluntary decision (Lewicki, Saunders, & Barry, 2014 ; Mohr & Spekman, 1994 ). Arbitration allows the parties to have control over the process, but not over the outcomes. Therefore, arbitration differs from negotiation, mediation, and conflict coaching, in which the parties decide the agreement themselves (Posthuma & Dworkin, 2000 ; Lewicki et al., 2014 ). In arbitration, the third party listens to the parties and decides the outcome. This procedure is used mainly in conflicts between organizations, in commercial disputes, and in collective labor conflicts (Beechey, 2000 ; Elkouri & Elkouri, 1995 ).

Decision Making by Authorities

The strategies of negotiation, mediation, conflict coaching, and arbitration have in common that the parties together decide about the conflict process, even when they agree to accept an arbitration. This is different from how authorities resolve conflict. Decision making by authorities varies from parents’ intervening in children’s fights to rulings by teachers, police officers, managers, complaint officers, ombudsmen, and judges. Here, often one party complains and the authority acts to intervene and end the conflict. This strategy is good for ending physical violence and misuse of power. However, the authorities’ decisive power is limited, and therefore in most situations authorities are strongly urged to first explore the potential for conflict resolution and reconciliation among the parties involved. The authority can act as an escalator for the process, or as a facilitator, and only in cases of immediate threat can intervene or rule as a last resort. Authorities who employ this strategy can improve the learning skills of the parties and can impose upon the parties an acceptance of responsibility, both for the conflict and for the ways to end it.

It is important to emphasize the natural and positive aspects of conflict management. Conflict occurs in all areas of organizations and private lives and its management is vital for their effectiveness. Through conflict, conventional thinking is challenged, threats and opportunities are identified, and new solutions are forged (Tjosvold et al., 2014 ). Therefore, when conflict occurs, it shouldn’t be avoided but should be managed constructively.

How Iran and Israel Are Unnatural Adversaries

People hold up a photograph of Iran’s supreme leader, Ayatollah Ali Khamenei.

By Karim Sadjadpour

Mr. Sadjadpour is a senior fellow at the Carnegie Endowment for International Peace.

“History is littered,” the British writer and politician Enoch Powell said, “with the wars which everybody knew would never happen.”

A full-blown conflict between the Islamic Republic of Iran and Israel once seemed implausible. But last month, the long-running shadow war between the two nations burst into the open in a series of unprecedented drone and missile strikes, raising the specter of a fight that would contain enough advanced technology, paramilitary forces and mutual acrimony to incinerate large parts of the Middle East, collapse the global economy and entangle the United States and other major powers.

Now the two sides appear to have hit pause, but for how long? As long as Iran is ruled by an Islamist government that puts its revolutionary ideology before the national interest, the two countries will never know peace, and the Middle East will never know meaningful stability.

Iran and Israel are not natural adversaries. In contrast to other modern conflicts — between Israel and Palestine, Russia and Ukraine, China and Taiwan — Iran and Israel have no bilateral land or resource disputes. Their national strengths — Iran is an energy titan and Israel is a tech innovator — are more complementary than competitive. The nations also have a historical affinity dating back over 2,500 years, when the Persian King Cyrus the Great freed the Jews from the Babylonian Captivity. Iran was the second Muslim nation, after Turkey, to recognize Israel after its founding in 1948.

Their modern animosity is best understood through the lens of ideology, not geopolitics. It began with the rise of Ayatollah Ruhollah Khomeini, the dogmatic Shiite cleric who led the 1979 revolution that transformed Iran from a U.S.-allied monarchy into an anti-American theocracy. Mr. Khomeini’s 1970 treatise “ Islamic Government,” which became the basis of the constitution that governs the Islamic Republic, is laced with tirades and threats against “wretched” and “satanic” Jews. Then, as now, antisemitism often lurked below the surface of anti-imperialism.

“We must protest and make the people aware that the Jews and their foreign backers are opposed to the very foundations of Islam and wish to establish Jewish domination throughout the world,” Mr. Khomeini wrote. “Since they are a cunning and resourceful group of people, I fear that — God forbid — they may one day achieve their goal, and that the apathy shown by some of us may allow a Jew to rule over us one day.”

In the same manifesto, Mr. Khomeini casually advocates what in modern parlance is best understood as ethnic cleansing. “Islam,” he wrote, “has rooted out numerous groups that were a source of corruption and harm to human society.” He went on to cite the case of a “troublesome” Jewish tribe in Medina that he said was “eliminated” by the prophet Mohammed.

Very few of the Iranian revolutionaries and Western progressives who backed Mr. Khomeini in 1979 — some of whom compared him with Mohandas K. Gandhi — had bothered to scrutinize his vision for Iran. Once in power, he built his newfound theocracy on three ideological pillars: death to America, death to Israel and the subjugation of women.

Over four decades later, the worldview of Iran’s current rulers has evolved little. Ayatollah Ali Khamenei, Mr. Khomeini’s 85-year-old successor and now one of the world’s longest-serving dictators, denounces Zionism in virtually every speech, and was one of the only world leaders to publicly praise Hamas’s “epic” Oct. 7 attack on Israel. “We will support and assist any nation or any group anywhere,” Mr. Khamenei said in 2020, “who opposes and fights the Zionist regime.”

As Mr. Khamenei’s words make plain, the Islamic Republic of Iran is one of the few governments in the world more dedicated to abolishing another nation than advancing its own. “Death to Israel” is the regime’s rallying cry — not “Long live Iran.”

Mr. Khamenei’s regime has backed this rhetoric with action. Iran has spent tens of billions of dollars arming, training and financing proxy militias in five failing states: Lebanon, Syria, Gaza, Iraq and Yemen. Together these groups constitute its so-called Axis of Resistance against America and Israel. These groups are elbow-deep in corruption and repression in their own societies, including illicit drug dealing and piracy , while pledging that they seek justice for Palestinians.

Hostility toward Israel is a useful tool for predominantly Shiite, Persian Iran to vie for leadership in the predominantly Sunni, Arab Middle East. But it should not be confused with concern for the well-being of Palestinians. In contrast to American, European and Arab governments that fund Palestinian human welfare initiatives, Iran has poured hundreds of millions of dollars into arming and financing Hamas and Palestinian Islamic Jihad. Iran’s goal is not to build a Palestine, but to demolish Israel.

And yet as much as the Islamic Republic is committed to its ideology, it is even more committed to staying in power. As the German American philosopher Hannah Arendt once put it, “The most radical revolutionary will become a conservative on the day after the revolution.” As its careful response to Israel’s recent military strikes on Iran showed, when faced with the possibility of full-blown war or existential economic pressure, Tehran tactically retreats.

After decades of living under an economically failing, socially repressive police state, Iran’s people long ago recognized that the greatest obstacle between themselves and a normal life is their own leadership, not America or Israel. In a 2021 public opinion poll conducted from Europe, only around 1 in 5 Iranians approved of their government’s support of Hamas and “Death to Israel” slogan. Few nations have Iran’s combination of natural resource wealth, human capital, geographic size and ancient history. This enormous gap between Iran’s potential and its citizens’ reality is one reason the country has experienced numerous mass uprisings over the two past decades.

Iran’s Axis of Resistance has empowered right-wing Israeli politicians far more than Palestinians over the past two decades. The threat of a Holocaust-denying Iranian regime with regional and nuclear ambitions has stoked Israeli anxieties, diverted attention from Palestinian suffering and facilitated normalization agreements between Israel and Arab governments equally fearful of Iran. Indeed, Iran and its proxies were such a useful adversary that Prime Minister Benjamin Netanyahu helped prop up Hamas’s rule in Gaza until the deadly attacks of Oct. 7.

“The dream of Israeli leaders,” a retired Israeli general, Amos Yadlin, told me recently, “is to one day restore normal relations with an Iranian government.”

The dream of Iran’s Islamist leaders, on the other hand, is to end Israel’s existence. Israel’s conflict with Iran has been a war of necessity, but Iran’s conflict with Israel has been a war of choice. It won’t be over until Iran has leaders who put Iranians’ interests over Israel’s destruction.

Karim Sadjadpour is a senior fellow at the Carnegie Endowment for International Peace.

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Strategies to Handle Conflict Essay

Introduction.

Despite the fact that all of us want to live well, peacefully and never fight with people surrounding us, we still often face conflict situations that do not have any smooth solution. Even those people who are used to living calmly and do not like to be engaged into the direct conflict often come across life decisions that cannot be made without strong, violent interactions with others. It often happens that you may be not the instigator of the conflict but still you become an active participant thereof, and you have to look for constructive strategies that will help you sustain good relations with those taking part in the conflict together with you, and to preserve the peaceful state of mind and inner harmony that should not be disturbed by conflict situations.

Surely, all scientists and researchers admit that it is impossible to sort out a short and helpful set of strategies to handle conflict because they depend on each particular situation and on the person who applies them, as well as on many other factors. Those who try to use them or develop their own strategies still cannot give a direct, indisputable answer to the question how to deal with the conflict. But still it is important to analyze the decisions offered to people who face conflict very often and who need to learn to cope with it.

Williams (2009) offers a set of conflict management strategies assuming that when we face a conflict we first of all have to think not about what we want to do, but about what we should do. Keeping yourself composed and not giving way to emotions is the first precondition of successful implementation of the conflict management strategy. So, among those possible to be used to handle the conflict one should choose from forcing (using authority to settle the conflict), accommodating (satisfying the needs of another party in the conflict forgetting about your own ones), avoiding (being passively accepting the conflict without any direct action), compromising (finding the solution that would partly satisfy all of the parties) and collaborating (the win-win situation that involves active work on the solution to the conflict that will be beneficial for all parties) (Williams, 2009).

The strategy of collaborating heavily relies on one rule that is easy to grasp but hard to fulfill – attentive listening to your counterpart. Dean Rusk, the former US Secretary of State, argued that listening is one of the best ways to persuade another person, and this can be done without words (Justice and Jamieson, 2006). However, it is easy to give an example from life that everyone may have seen at the workplace or in the study group – this strategy is accommodating from the perspective of one party, and forcing from the viewpoint of another party. This often happens when people experience the pressure of groupthink and agree with the intentionally wrong statement only not to be engaged in debates with the rest of the group. Forcing is evident from the side of the boss or the tutor who may be wrong but may not have any wish to discuss the matter because he or she may be afraid to appear wrong. So they use their authority to force management of the conflict; however, it is a common tendency for the conflict to arise again further on if it is solved this way – the strategies are destructive and do not change the situation on the whole.

Looking at all enumerated pieces of advice as to how to handle the conflict in your life, it is possible to sum the information up and to choose those strategies that suit your individuality, your habits and diplomatic skills as well as the peculiarities of your character. But the main thing to understand while studying conflict, ways to reduce it and the nature of its impact on your life, is that conflict is unavoidable and inescapable, thus it can only be reduced. Moreover, the negative impact of conflicts on the conscience of the person can be reduced once this person understands that conflict is something natural and it cannot be eliminated on the whole – its presence in every life is a norm, so being engaged in conflicts is not the reason for panic or disappointment:

“Avoidance and engagement are both poor strategies for managing conflict. Life is filled with conflicts that you will need to move past. Avoiding all of them would be neglecting your duty to yourself and others” (Young, 2009).

Living a full, harmonious life is possible even when the conflict fills your life – the main thing is not the conflict itself but the way you treat it. Those who make a tragedy out of the trifle situation will never achieve completeness and harmony. More than that, they will never achieve their goals. Conflict is a natural life situation that has to be manipulated and not feared. Only under such treatment the person who faces a conflict in his or her life will be able to get out of it without any losses, and possibly even with gains.

Speaking about me, I prefer to solve the conflict in constructive ways – either by compromising or by collaborating. This happens because I am always aware of the fact that if the conflict is ignored or forced to be over, there will be no use of such a decision and the conflict will arise again. As soon as it emerges repeatedly several more times it will become tenser and the parties will get more aggressive, so there may be no more peaceful and constructive solution to it. Thus, to avoid such emergency situations which can reach their climax and create a serious misunderstanding or the collapse of a group of people, it is necessary to handle conflict in a timely and constructive manner.

Justice, T., & Jamieson, D. (2006). The facilitator’s fieldbook: step-by-step procedures, checklists and guidelines, samples and templates (2 nd ed.). AMACOM Div American Mgmt Assn.

Williams, S. (2009). Conflict Management – Style and Strategy. Web.

Young, S.H. (2009). Dodging Bullets: 7 Strategies to Handle Conflict. Web.

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Workplace Conflict, Essay Example

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Conflict is inevitable in the workplace. Just like conflict is unavoidable in any other type of relationships, relationships within work environments are ripe for difficulties between people. In an organizational setting, conflict is even more common than in personal situations however, due to there generally being no choice regarding who works together. Employees rarely have any say in who is hired for parallel positions and even the management who does the hiring bases hiring decisions on skills and meeting certain hiring criteria rather than on friendship potential. This means that while fellow employees may (or may not) be skilled at their jobs, they may have characteristics that do not match well with the characteristics or personality of other employees. Conflict in work setting can occur between same level employees, employees and management, and employees, management and external stakeholders (De Dreu, C. K. W. and Gelfand, M. J. 2008).

An example of a common workplace conflict is one having to do with leadership styles or differences in personality between management and employees. This might involve a variety of interpersonal problems stemming from lack of awareness and appreciation of diversity in the workplace. For example, employees may feel bullied by managers with authoritative personalities or need more direct communication and guidance from mangers who assume that minimal instruction should be enough for the employee to work from. Managers with Type A personalities may hold employees up to their own demanding standards while employees may feel overworked or as if the expectations set by their manager are too ambitious. Some employers may be extremely extroverted and make more introverted employees feel as if there is something wrong with the way they interact with others (Ayoko, Callan, &Hartel, 2003).

Often conflict arises from managers gravitating toward employees who have the same personality and work style as they do, giving these employees the majority of attention, positive reinforcement, better evaluations and raises despite the fact that another employee may actually be doing the majority of the work and achieving far more than the favored employee. This can result in conflict between the two employees and between the manager and the less favored employee, especially if the favored employee shares information about the conflict with the manager.

Favoritism in the workplace can be the result of several factors. The first involves hiring. Managers have been shown to favor employees they personally hire over employees they had no involvement with during the hiring process. This may be because managers feel that a personal hire reflects upon them and their decision making ability such that they want the employees they hire to perform at a level above other employees.

The second reason that managers may be biased toward certain employees involves general similarities. Similarities that may result in such bias include recognized factors such as race, background, gender, and socioeconomic status but may include other factors such as where an employee comes from, where they went to school, common after work hobbies and similarity in personality style.

The third reason that managers may be biased toward some employees is due to a personal relationship that develops either before the employee has been hired or afterwards. Employees who are liked by their manager because they are perceived to be personable, easy to work with, easy to communicate with or those who seem to display loyalty to the manager may be able to ingratiate themselves with the manager and influence their decisions regarding project assignment and evaluation ratings.

Regardless of the reason for managers favoring one employee over another, when this is displayed by the manager in the form of increased attention, better assignments, special invitations to meetings are get-togethers with higher-ups or better evaluations, bonuses, raises or promotions, this is considered discrimination which is one of the highest level of conflict found within an organization (Shefali, 2013).

This is a conflict I have been experiencing in a personal work situation. I have developed a plan that I hope to put in place soon. My boss has been showing a preference for my co-worker who has known the boss for many years and has a personal relationship with him. My peer also knows what the boss expects and doesn’t need much direction whereas I need more guidance that is provided. My boss also invited my co-worker out after work in front of me and includes him in upper level meetings I am never invited to. In order to address this situation I have decided to try the following:

Talk to colleagues to get their impressions of the situation without being negative or judgmental about my boss or co-employee. This will help me determine if I am over-reacting to the situation or seeing it as it is.

I will keep a record of instances which I view as favoritism, what my co-worker did in my boss’s eyes to receive the favoritism if I can determine it and why I perceive it to be favoritism. If there are instances when my co-worker and I have done the same amount of work and accomplished the same outcome yet my co-worker gets all the praise I will record this also.

If others confirm my perceptions I will schedule a meeting with my boss. I will tell him how I am perceiving the situation and provide clear examples of what I have been perceiving as favoritism. If the boss suggests that I am not remembering correctly I will use my journal to provide evidence of my perceptions based on the events that occurred. If possible, I will take a colleague with me into the meeting to support my perceptions. This will hopefully communicate to my boss that others are perceiving the same thing I am and let him know that this is a serious situation so he will change his behavior.

The potential outcomes of this plan could be good or bad. One outcome might be that my boss understands my perceptions and realizes that he has been showing favoritism. This could strengthen our relationship or at least lead him to not favor my colleague so obviously at work. A second outcome might be that my boss acts like he doesn’t understand what I’m talking about suggesting that I am imaging the whole thing such that nothing changes. I would likely become more resentful if the behavior continues while my boss openly denies its occurrence. The last option is that my boss could become defensive and lash out at me through a disciplinary action or even by firing me. I am not sure what recourse I would have should this occur but will look into it before taking this course of action.

Ayoko, O. B., Callan V. J., and Hartel, C. E. J. (2003). Workplace conflict, bullying and counterproductive behaviors. International Journal of Organizational Analysis, 11(4), 283-295.

De Dreu, C. K. W. and Gelfand, M. J. (Eds). (2008). The psychology of conflict and conflict management in organizations. The organizational frontiers series, (pp. 3-54). New York, NY: Taylor & Francis Group/Lawrence Erlbaum Associates, xxii, 484 pp.

Shefali, K. (2013). Favoritism strains workplace morale, harms agency performance. Federal News Radio. Retrieved fromhttp://www.federalnewsradio.com/492/3530979/Favoritism-strains-workplace-morale-harms-agency-performance

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Illustration of a missile made from words.

In the campus protests over the war in Gaza, language and rhetoric are—as they have always been when it comes to Israel and Palestine—weapons of mass destruction.

By Zadie Smith

A philosophy without a politics is common enough. Aesthetes, ethicists, novelists—all may be easily critiqued and found wanting on this basis. But there is also the danger of a politics without a philosophy. A politics unmoored, unprincipled, which holds as its most fundamental commitment its own perpetuation. A Realpolitik that believes itself too subtle—or too pragmatic—to deal with such ethical platitudes as thou shalt not kill. Or: rape is a crime, everywhere and always. But sometimes ethical philosophy reënters the arena, as is happening right now on college campuses all over America. I understand the ethics underpinning the protests to be based on two widely recognized principles:

There is an ethical duty to express solidarity with the weak in any situation that involves oppressive power.

If the machinery of oppressive power is to be trained on the weak, then there is a duty to stop the gears by any means necessary.

The first principle sometimes takes the “weak” to mean “whoever has the least power,” and sometimes “whoever suffers most,” but most often a combination of both. The second principle, meanwhile, may be used to defend revolutionary violence, although this interpretation has just as often been repudiated by pacifistic radicals, among whom two of the most famous are, of course, Mahatma Gandhi and Martin Luther King, Jr . In the pacifist’s interpretation, the body that we must place between the gears is not that of our enemy but our own. In doing this, we may pay the ultimate price with our actual bodies, in the non-metaphorical sense. More usually, the risk is to our livelihoods, our reputations, our futures. Before these most recent campus protests began, we had an example of this kind of action in the climate movement. For several years now, many people have been protesting the economic and political machinery that perpetuates climate change, by blocking roads, throwing paint, interrupting plays, and committing many other arrestable offenses that can appear ridiculous to skeptics (or, at the very least, performative), but which in truth represent a level of personal sacrifice unimaginable to many of us.

I experienced this not long ago while participating in an XR climate rally in London. When it came to the point in the proceedings where I was asked by my fellow-protesters whether I’d be willing to commit an arrestable offense—one that would likely lead to a conviction and thus make travelling to the United States difficult or even impossible—I’m ashamed to say that I declined that offer. Turns out, I could not give up my relationship with New York City for the future of the planet. I’d just about managed to stop buying plastic bottles (except when very thirsty) and was trying to fly less. But never to see New York again? What pitiful ethical creatures we are (I am)! Falling at the first hurdle! Anyone who finds themselves rolling their eyes at any young person willing to put their own future into jeopardy for an ethical principle should ask themselves where the limits of their own commitments lie—also whether they’ve bought a plastic bottle or booked a flight recently. A humbling inquiry.

It is difficult to look at the recent Columbia University protests in particular without being reminded of the campus protests of the nineteen-sixties and seventies, some of which happened on the very same lawns. At that time, a cynical political class was forced to observe the spectacle of its own privileged youth standing in solidarity with the weakest historical actors of the moment, a group that included, but was not restricted to, African Americans and the Vietnamese. By placing such people within their ethical zone of interest, young Americans risked both their own academic and personal futures and—in the infamous case of Kent State—their lives. I imagine that the students at Columbia—and protesters on other campuses—fully intend this echo, and, in their unequivocal demand for both a ceasefire and financial divestment from this terrible war, to a certain extent they have achieved it.

But, when I open newspapers and see students dismissing the idea that some of their fellow-students feel, at this particular moment, unsafe on campus, or arguing that such a feeling is simply not worth attending to, given the magnitude of what is occurring in Gaza, I find such sentiments cynical and unworthy of this movement. For it may well be—within the ethical zone of interest that is a campus, which was not so long ago defined as a safe space, delineated by the boundary of a generation’s ethical ideas— it may well be that a Jewish student walking past the tents, who finds herself referred to as a Zionist, and then is warned to keep her distance, is, in that moment, the weakest participant in the zone. If the concept of safety is foundational to these students’ ethical philosophy (as I take it to be), and, if the protests are committed to reinserting ethical principles into a cynical and corrupt politics, it is not right to divest from these same ethics at the very moment they come into conflict with other imperatives. The point of a foundational ethics is that it is not contingent but foundational. That is precisely its challenge to a corrupt politics.

Practicing our ethics in the real world involves a constant testing of them, a recognition that our zones of ethical interest have no fixed boundaries and may need to widen and shrink moment by moment as the situation demands. (Those brave students who—in supporting the ethical necessity of a ceasefire—find themselves at painful odds with family, friends, faith, or community have already made this calculation.) This flexibility can also have the positive long-term political effect of allowing us to comprehend that, although our duty to the weakest is permanent, the role of “the weakest” is not an existential matter independent of time and space but, rather, a contingent situation, continually subject to change. By contrast, there is a dangerous rigidity to be found in the idea that concern for the dreadful situation of the hostages is somehow in opposition to, or incompatible with, the demand for a ceasefire. Surely a ceasefire—as well as being an ethical necessity—is also in the immediate absolute interest of the hostages, a fact that cannot be erased by tearing their posters off walls.

Part of the significance of a student protest is the ways in which it gives young people the opportunity to insist upon an ethical principle while still being, comparatively speaking, a more rational force than the supposed adults in the room, against whose crazed magical thinking they have been forced to define themselves. The equality of all human life was never a self-evident truth in racially segregated America. There was no way to “win” in Vietnam. Hamas will not be “eliminated.” The more than seven million Jewish human beings who live in the gap between the river and the sea will not simply vanish because you think that they should. All of that is just rhetoric. Words. Cathartic to chant, perhaps, but essentially meaningless. A ceasefire, meanwhile, is both a potential reality and an ethical necessity. The monstrous and brutal mass murder of more than eleven hundred people, the majority of them civilians, dozens of them children, on October 7th, has been followed by the monstrous and brutal mass murder (at the time of writing) of a reported fourteen thousand five hundred children. And many more human beings besides, but it’s impossible not to notice that the sort of people who take at face value phrases like “surgical strikes” and “controlled military operation” sometimes need to look at and/or think about dead children specifically in order to refocus their minds on reality.

To send the police in to arrest young people peacefully insisting upon a ceasefire represents a moral injury to us all. To do it with violence is a scandal. How could they do less than protest, in this moment? They are putting their own bodies into the machine. They deserve our support and praise. As to which postwar political arrangement any of these students may favor, and on what basis they favor it—that is all an argument for the day after a ceasefire. One state, two states, river to the sea—in my view, their views have no real weight in this particular moment, or very little weight next to the significance of their collective action, which (if I understand it correctly) is focussed on stopping the flow of money that is funding bloody murder, and calling for a ceasefire, the political euphemism that we use to mark the end of bloody murder. After a ceasefire, the criminal events of the past seven months should be tried and judged, and the infinitely difficult business of creating just, humane, and habitable political structures in the region must begin anew. Right now: ceasefire. And, as we make this demand, we might remind ourselves that a ceasefire is not, primarily, a political demand. Primarily, it is an ethical one.

But it is in the nature of the political that we cannot even attend to such ethical imperatives unless we first know the political position of whoever is speaking. (“Where do you stand on Israel/Palestine?”) In these constructed narratives, there are always a series of shibboleths, that is, phrases that can’t be said, or, conversely, phrases that must be said. Once these words or phrases have been spoken ( river to the sea, existential threat, right to defend, one state, two states, Zionist, colonialist, imperialist, terrorist ) and one’s positionality established, then and only then will the ethics of the question be attended to (or absolutely ignored). The objection may be raised at this point that I am behaving like a novelist, expressing a philosophy without a politics, or making some rarefied point about language and rhetoric while people commit bloody murder. This would normally be my own view, but, in the case of Israel/Palestine, language and rhetoric are and always have been weapons of mass destruction.

It is in fact perhaps the most acute example in the world of the use of words to justify bloody murder, to flatten and erase unbelievably labyrinthine histories, and to deliver the atavistic pleasure of violent simplicity to the many people who seem to believe that merely by saying something they make it so. It is no doubt a great relief to say the word “Hamas” as if it purely and solely described a terrorist entity. A great relief to say “There is no such thing as the Palestinian people” as they stand in front of you. A great relief to say “Zionist colonialist state” and accept those three words as a full and unimpeachable definition of the state of Israel, not only under the disastrous leadership of Benjamin Netanyahu but at every stage of its long and complex history, and also to hear them as a perfectly sufficient description of every man, woman, and child who has ever lived in Israel or happened to find themselves born within it. It is perhaps because we know these simplifications to be impossible that we insist upon them so passionately. They are shibboleths; they describe a people, by defining them against other people—but the people being described are ourselves. The person who says “We must eliminate Hamas” says this not necessarily because she thinks this is a possible outcome on this earth but because this sentence is the shibboleth that marks her membership in the community that says that. The person who uses the word “Zionist” as if that word were an unchanged and unchangeable monolith, meaning exactly the same thing in 2024 and 1948 as it meant in 1890 or 1901 or 1920—that person does not so much bring definitive clarity to the entangled history of Jews and Palestinians as they successfully and soothingly draw a line to mark their own zone of interest and where it ends. And while we all talk, carefully curating our shibboleths, presenting them to others and waiting for them to reveal themselves as with us or against us—while we do all that, bloody murder.

And now here we are, almost at the end of this little stream of words. We’ve arrived at the point at which I must state clearly “where I stand on the issue,” that is, which particular political settlement should, in my own, personal view, occur on the other side of a ceasefire. This is the point wherein—by my stating of a position—you are at once liberated into the simple pleasure of placing me firmly on one side or the other, putting me over there with those who lisp or those who don’t, with the Ephraimites, or with the people of Gilead. Yes, this is the point at which I stake my rhetorical flag in that fantastical, linguistical, conceptual, unreal place—built with words—where rapes are minimized as needs be, and the definition of genocide quibbled over, where the killing of babies is denied, and the precision of drones glorified, where histories are reconsidered or rewritten or analogized or simply ignored, and “Jew” and “colonialist” are synonymous, and “Palestinian” and “terrorist” are synonymous, and language is your accomplice and alibi in all of it. Language euphemized, instrumentalized, and abused, put to work for your cause and only for your cause, so that it does exactly and only what you want it to do. Let me make it easy for you. Put me wherever you want: misguided socialist, toothless humanist, naïve novelist, useful idiot, apologist, denier, ally, contrarian, collaborator, traitor, inexcusable coward. It is my view that my personal views have no more weight than an ear of corn in this particular essay. The only thing that has any weight in this particular essay is the dead. ♦

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Why Israel’s Approach to Civilian Casualties May Not Affect U.S. Support

By Isaac Chotiner

By David Remnick

By Louis Menand

How Columbia’s Campus Was Torn Apart Over Gaza

By Andrew Marantz

Columbia faculty, students continue protests; police order dispersal of gathering at UCLA: Updates

Editor's Note: This page is a summary of news on campus protests for Wednesday, May 1. For the latest news, view our live updates file for Thursday, May 2.

NEW YORK − Hundreds of faculty and graduate student workers rallied on a sunny Wednesday afternoon outside Columbia University’s only open entrance, protesting the university’s decision hours earlier to send police on campus and arrest more than 100 pro-Palestinian demonstrators.

Protesters held signs, including “no cops on campus,” as police entered and exited the campus gates just feet away. Others held signs calling for university President Minouche Shafik to resign. Faculty members said access was heavily restricted, as campus was closed for a second day in the period before finals, open only to students living on campus and essential workers.

The NYPD announced almost 300 arrests had taken place Tuesday at Columbia and City College − hours before Los Angeles police in riot gear swept onto UCLA's campus to break up a violent melee between dueling protesters as opposition to Israel's war in Gaza continued to roll through universities across the nation.

Dozens of the New York arrests involved demonstrators removed from an administration building at Columbia, where officers also took down encampments that had been the epicenter of the protests nationwide.

"Students and outside activists breaking Hamilton Hall doors, mistreating our Public Safety officers and maintenance staff, and damaging property are acts of destruction, not political speech," Shafik said in a statement Wednesday. She added that many students felt unwelcome on campus because of the disruption and antisemitic comments made by some protesters.

At City College, affiliated with City University of New York, officials requested NYPD assistance after the college said students and "un-affiliated external individuals" refused to leave. The school issued a statement saying students have a right to demonstrate peacefully but that police were called in because of "specific and repeated acts of violence and vandalism, not in response to peaceful protest."

About 1,200 people in southern Israel were killed and more than 200 taken hostage in the Hamas-led attack on Israel on Oct. 7. The Israeli retaliatory assault has killed nearly 35,000 Palestinians in Gaza, according to the Gaza Health Ministry, and obliterated much of the enclave's infrastructure. The humanitarian crisis has fueled outrage on some U.S. campuses and spurred demands for an end to investment in Israeli companies and amnesty for student protesters.

Developments:

∎ New Hampshire State Police said personnel were at the University of New Hampshire and Dartmouth College on Wednesday night "in response to illegal activity and at the request of local law enforcement." At the University of New Hampshire, police arrested 10 to 20 pro-Palestinian protesters who started setting up an encampment after a rally. Officers at Dartmouth College cleared out the final tents at the campus encampment shortly before 11:40 p.m., its student newspaper reported .

∎ Several hundred protesters gathered Wednesday for a peaceful demonstration on Ohio State University. School officials had locked up some buildings in anticipation of the demonstration. Unlike last week's protest, which led to almost 40 arrests, the crowd began dispersing around 9 p.m. and the demonstration ended before 10 p.m.

∎ Columbia Provost Angela Olinto said all academic activities at the school's main campus for the rest of the semester, including final exams, will be held remotely, with some minor exceptions.

∎ Georgia Gov. Brian Kemp said he supports the strong law enforcement response unleashed on protesters at the University of Georgia and Emory University in Atlanta. “Send a message,'' he said. "We are not going to allow Georgia to become the next Columbia University.”

∎ Protesters and police clashed at the University of Wisconsin in Madison when officers broke up an encampment there Wednesday. Video from the scene showed some protesters being pinned to the ground.

∎ Tulane University said at least 14 protesters were arrested from the "illegal encampment" the school said was dominated by protesters "unaffiliated with our community."

Police order dispersal of large pro-Palestinian gathering at UCLA

Police ordered a large group of Pro-Palestinian demonstrators to leave or face arrest late Wednesday, a night after violence erupted at the encampment by counter-protestors.

Video posted on social media showed counterdemonstrators battering a makeshift barricade around pro-Palestinian protesters at the Los Angeles campus. The Los Angeles Police Department said it responded to UCLA's request to restore order "due to multiple acts of violence within the large encampment" on the campus.

The Los Angeles Times reported police did not intervene for more than an hour after arriving as counterdemonstrators wearing black outfits and white masks − some armed with metal pipes and sticks − repeatedly tried to breach the perimeter of the encampment while campers pushed back and several fights broke out.

Los Angeles police said in a statement Wednesday that officers made no arrests and did not use force in its response to the UCLA campus Tuesday night. The department also noted that no officers were injured.

UCLA canceled Wednesday classes and Chancellor Gene Block, who blamed the violence on a "group of instigators'' who attacked the encampment, said the student conduct process has been initiated and could lead to disciplinary action including suspension or expulsion.

The Times also reported University of California President Michael Drake told the Board of Regents that 15 people were injured in the overnight fracas, and he's ordering an independent review of the events, including how UCLA handled them.

California Gov. Gavin Newsom condemned the violence, saying in a statement , "The right to free speech does not extend to inciting violence, vandalism, or lawlessness on campus. Those who engage in illegal behavior must be held accountable for their actions − including through criminal prosecution, suspension, or expulsion.''

The Jewish Federation Los Angeles issued a statement saying it was "appalled" at the violence, which did not "represent the Jewish community or our values." But the statement also said the UCLA administration was at fault for allowing an environment that made students feel unsafe.

UCLA students barricade themselves in courtyard in tense protest

Hundreds of students at UCLA barricaded themselves in a courtyard between two campus buildings Wednesday, using sheets of plywood, planks, ropes, and tents to block the doors leading from the buildings into the outside area.

The mood was anxious. Sporadic announcements over a loudspeaker informed students they were part of an illegal settlement and would face consequences if they remained. In response, the crowd chanted: “We’re not leaving, we’re not leaving.”

“I’m terrified, obviously, I think everybody is,” said 21-year-old student Aidan Doyle. “But we’re going to stay as long as we possibly can, until we’re being physically removed.”

Thousands of students were spread out in the areas directly outside the main protest. Organizers shouted over loud speakers that they didn’t need any more supplies as piles of protective equipment, pizza and Gatorade grew at the main entrance to the camp.

On Tuesday night, the camp was attacked by a group of violent counter-protesters, who fired chemical agents and fireworks into the protestors and assaulted dozens of people.

– Will Carless

Columbia faculty members protest decision to bring in police

Some of faculty and graduate student workers rallying outside Columbia's gates wore orange safety vests that said “faculty,” which they donned days earlier to help protect students in the encampment.

“There is not a single university left in Gaza, and I bet a lot of you feel there is not a university here in Morningside Heights,” Joseph Hawley, an associate professor of classics, told gatherers, referring to the neighborhood around the school. “But I’m here to tell you the university is here on this sidewalk.”

Barricades still lined city streets outside Columbia’s campus as police officers stood watch. Shafik has asked the New York Police Department to remain on campus until May 17, two days after graduation.

Mana Kia, an associate professor, read a draft statement from the Columbia chapter of the American Association of University Professors saying members "unequivocally condemn President Shafik, the Columbia board of trustees and other senior administrators involved in the decision to call in the NYPD and clear the encampment of student protesters." The statement said the association has "no confidence in the administration."

Organizer says 'ordinary people,' not agitators behind protests

Less than three hours before a huge deployment of New York City police officers broke up an encampment and retook a building at Columbia on Tuesday night, Mayor Eric Adams made a forceful case that the pro-Palestinian protest at the school had been hijacked by "outside agitators'' bent on sowing chaos.

Those involved in pushing for the movement off-campus disagree, saying it belongs to regular folks trying to raise awareness to the Palestinians' plight.

Manolo De Los Santos, an organizer with The People’s Forum, said those joining the protests alongside students are just “ordinary New Yorkers.”“The power of this moment is that it’s everyone coming together,” he said. “It’s health care workers, it’s teachers, it’s city workers. It’s ordinary people who feel so strongly.”

‘Never felt this much tension on campus,' UNH student says

Police arrested pro-Palestinian protesters who started setting up an encampment in front of the University of New Hampshire's Thompson Hall Wednesday night.

UNH Police Chief Paul Dean estimated between 10 to 20 protesters were arrested after a rally led to demonstrators attempting to set up an encampment at the state’s flagship university, drawing local and New Hampshire State Police. Some demonstrators shouted at officers, calling them "cowards" and chanting "free Palestine."

The peaceful rally lasted until around 6:30 p.m. Then, Dean said protesters rushed in to form an encampment and attempted to barricade their tents. Leftover tents and items on Thompson Hall's lawn were removed by police around 9 p.m., loaded onto a truck as dozens of students watched.

Shane Tilton, a sophomore who lives in a nearby residence hall, said he walked over to observe after hearing the commotion. He watched from beneath the Thompson Hall arches as the encampment was removed from the most well-known gathering spot on campus.

“I’ve never felt this much tension on campus,” Tilton said. “I feel like there’s a lot of tension. From my perspective, it seems like the cops don’t have much to do here. They seemed like they were here to jump at this opportunity and see some action.”

The American Civil Liberties Union of New Hampshire condemned police’s actions Wednesday night in Durham and at a similar protest at Dartmouth College in Hanover.

“Freedom of speech and the right to demonstrate are foundational principles of democracy and core constitutional rights," said Devon Chaffee, executive director of the state ACLU. "We urge university and government leaders to create environments that safeguard constitutionally protected speech."

– Ian Lenahan and Deb Cram, Portsmouth Herald

'Intifada' chants by some protesters are 'horribly upsetting'

Dozens of protesters gathered Wednesday in and around Fordham University’s Leon Lowenstein Center in Manhattan and established an encampment. The group is demanding the university divest from all companies “complicit in the Israeli occupation and ongoing siege,” according to a statement from the Fordham for Palestine Coalition.

As the demonstration grew throughout the afternoon, it also attracted a handful of onlookers and opponents who occasionally shouted pro-Israel remarks as they passed. Asa Kittay and Carly Connors said they were in class down the street when they heard demonstrators chanting “Intifada,” an Arabic word for uprising or rebellion. Kittay, who held up a tablet with an image of the Israeli flag, said it was “horribly upsetting.”“I believe that these two states can co-exist peacefully,” Connors said. “I do not believe in an intifada. That is not very anti-genocide.” John Lefkowitz, who attended the protest with friends who go to Fordham, said he believes the demonstrations are sometimes incorrectly characterized as antisemitic by people who are uninformed about the position of anti-Zionism.“It’s often told that Jews should feel unsafe in pro-Palestine circles. As a Jew, I’ve never felt unsafe in a pro-Palestinian circle,” he said. “These people are great, they’re not anti-semites.”

Back to the future: Columbia a focal point again in protest history

The descent of police on Hamilton Hall at Columbia University outfitted in full riot gear and enforcing mass arrests Tuesday night fell on the same date and place police cracked down on antiwar protesters in 1968. Some fear the clash heralds a similar outcome at the upcoming Democratic National Convention in Chicago, where political leaders are emboldened to sic the cops on demonstrators ever more intent on showing up.“I don’t think it’ll keep anyone from Chicago, it might even inspire more people to come,” said Hatem Abudayyeh, a spokesperson for the Coalition to March on the DNC and the national chair of the U.S. Palestinian Community Network.Democrats already feared a repeat of the chaos from 56 years ago where police and demonstrators clashed, drawing all eyes away from the convention.At the crackdown at Columbia April 30, 1968, police arrested over 700 people and over 100 injuries were reported, according to a Columbia University Libraries publication. Police arrested almost 300 people Tuesday between Columbia and City College, according to the city’s top cop.

– Michael Loria

Arraignments from first arrests at New York universities begin

Late Wednesday night, the first arrests from the protests at Columbia University and the City College of New York began to be arraigned at the Manhattan Criminal Courthouse, the same building where former President Donald Trump’s hush money trial is underway.

Outside the court’s arraignment part, dozens of the protesters’ supporters gathered in the halls, many of them wearing keffiyehs. The mood was jubilant, and many were chatting or conferring with each other in small groups.

When one protester exited the courtroom after his arraignment, he was quickly swarmed by friends and dropped to the floor in a brief moment of celebration.

That protester, who was at the City College demonstrations, had been charged with assaulting a police officer, a felony, and resisting arrest. However, the prosecutor handling his case recommended to the judge that he be released from jail, given that police “continue to investigate” the incident.

Arrests across U.S.: Campus protests across the US result in arrests by the hundreds. But will the charges stick?

– Asher Stockler, The Journal News

NYU encampment stays in place after others in city were torn down

The day after other city schools saw violent clashes with police, the encampment at NYU's lower Manhattan campus stood untouched. Punctuated by faded chalk reading "End Jewish and Palestinian hate," the collection of tents and chairs took up about one city block near 181 Mercer Street, where the university's Paulson Center is located.

Fenced-off and guarded by a smattering of campus security, the encampment was bracing for hot weather with some protesters carrying umbrellas to block out the sun and one arriving with large bags of ice. Demonstrators needed to present a school ID to enter the encampment. The barricades held signs reading, "Fund our education, not the occupation" and listing the protesters' demands, which include divestment and closing NYU's Tel Aviv campus.

The shadow of Tuesday's mass arrests and the forced removal of encampments on the other end of the island at Columbia and City College of New York was evident. Just outside the barricades, a group of demonstrators huddled to practice safety tactics.

− Anna Kaufman

New York students continue protests day after mass arrests

Hundreds of demonstrators at Columbia University and City College of New York gathered Wednesday evening a day after administrators from both universities called police in riot gear on the protesters.

“Our encampment is what it could look like to be liberated,” Hadeeqa Arzoo, a City College student, said, as several cars honked in support while she led chants of “Free Palestine.” “So I will continue to cultivate these spaces of liberation within the belly of the beast. That is resistance.”

Even if both schools no longer had encampments, demonstrators promised to continue their activism in support of Palestinians and in opposition to schools’ investments in Israel.

“There is not a single student-led uprising in history met with severe state-sanctioned violence that did not end up being right,” Maryam Alwan, a Columbia student organizer, said. She likened their cause — and police's response — to the civil rights movement and Black Lives Matter protests, including allegations of outside agitators and property damage.

As the sun fell outside City College’s campus in West Harlem, several dozen police officers surrounded the protesters standing inside barricades. The rally, which included two Islamic prayers, would continue into the night before students returned to Columbia, some walking down the valley and back up the hill to the other campus.

– Eduardo Cuevas

UT-Dallas confirms 17 arrests hours after encampment set up

The University of Texas at Dallas confirmed law enforcement officers arrested over a dozen people hours after pro-Palestinian student demonstrators constructed an encampment Wednesday.

UT-Dallas spokesperson Brittany Magelssen told USA TODAY that 17 people were arrested on criminal trespassing charges as of 5 p.m. local time Wednesday after university officials gave written notice to remove the tents. Magelssen said UT-Dallas requested outside law enforcement officers to assist.

“Individuals may peacefully assemble in the common outdoor areas of campus to exercise their right to free speech, but they may not construct an encampment or block pathways. In the last six months, there have been several peaceful protests on the UT Dallas campus,” Magelssen said. "The UT Dallas Police Department and area law enforcement partners are continuing to monitor the situation."

The UT-Dallas chapter of Students for Justice in Palestine said in a social media post students began setting up the "Gaza Liberation Plaza" encampment at 4:30 a.m. Wednesday.

“We reject our university’s complicity in profiting off the genocide. We will continue to escalate and put pressure on our university until UTD/UTIMCO divest from war profiteers and Palestine is free,” the student organization said early Wednesday.

High school students joining the protest movement

The proliferation of antiwar protests in college campuses across the U.S. is filtering down to the younger academic levels , and some of the grown-ups are not happy about it.

A sit-in planned for Wednesday at a Chicago prep school is the latest among high school demonstrations showing support for embattled Palestinians in Gaza. On Monday, about 100 high school students in Austin, Texas, walked out of their classes in protest . Last week, students in western Washington state similarly expressed their objection to the U.S. backing Israel's military efforts in Gaza.

"I'm protesting against a government that is actively hurting people just because of where they were born and what language they speak," Pia Ibsen, a senior at McCallum High School in Austin, told USA TODAY. Ibsen helped organize a walkout and left class for about an hour and a half.

Some school and government officials have tried to stop the protests, arguing they create a hostile environment for Jewish students. That was the case last week when two county commissioners in New Jersey demanded a school district's superintendent cancel a pro-Palestinian walkout at East Regional High in Voorhees Township. The protest was replaced by a rally for human rights.

− Cybele Mayes-Osterman and Kayla Jimenez

UAW members hope presence at protest will 'move the needle'

In addition to the campus protests, hundreds of people bearing pro-Palestinian signs and t-shirts gathered at New York City’s Foley Square on Wednesday afternoon for a march and rally led by labor organizers on International Worker’s Day.

Participants included Brian Sullivan, 45, a member of the United Auto Workers whose local chapter represents social workers. Sullivan said seeing labor organizers come out in such large numbers could help “really move the needle.”

“UAW endorsed Joe Biden and hopefully he feels some exposure here, that if he doesn’t do what’s right and what the UAW members are asking for, he risks that endorsement,” Sullivan said.

Jeremy Montano, another UAW member who works in the legal field, said the recent “explosion of interest” in the conflict in Gaza, particularly on college campuses, has also given him some hope. “Obviously it’s balanced out with a lot of despair about what’s actually happening in Gaza,” said Montano, 37. “But there’s been a little bit of a source of hope that maybe longer term things might change.”

Almost 300 protesters arrested in NYC; student group says some were injured

New York City police made 119 arrests at Columbia University and 173 at City College in Tuesday night's crackdowns on protesters, Commissioner Edward Caban said Wednesday. Charges range from trespassing to criminal mischief to burglary, and the breakdown of students to non-students facing charges was not yet available, he said.

Police said there were no injuries, although CUNY for Palestine issued a statement saying one student suffered a broken ankle, two had teeth broken and others received burns from pepper spray used by police during the clash.

Mayor Eric Adams said drones and encryption radios used at Columbia provided police with the element of surprise when they retook Hamilton Hall, adding that "professionals at radicalizing" had influenced the student protesters and co-opted the protest but without providing details.

Officers climbed into Hamilton Hall, which protesters had occupied earlier Tuesday, through a second-story window. Within three hours Tuesday night, they had retaken the building, NYPD said.

"It was about external actors hijacking a peaceful protest and influencing students to escalate," Adams said. "We cannot allow what should be a lawful protest turn into a violent spectacle that serves no purpose."

Fordham, another NYC university, establishes encampment

Outside Fordham University’s Leon Lowenstein Center building on Wednesday, another encampment sprung up. Students, faculty and community members surrounded by law enforcement officers and newly erected barricades chanted “Free, free Palestine” and “Disclose, divest, we will not stop, we will not rest.” Inside, demonstrators including current and former students milled around their tents, played drums, banged on windows and held up signs reading “Free Palestine” and “Divest genocide funds” for passersby to see.

Julie Norris, a 27-year-old Fordham alumni, said she arrived before 8 a.m. Wednesday to help establish the encampment. Norris, who spoke to USA TODAY on the phone from inside the Lowenstein Center, estimated about 30 people were inside with her and said they plan to stay until their demands are met.

“The students can’t be stopped,” she said. “We saw intense repression against students on other campuses yesterday, and this morning students are ready to stand back up. There’s going to be no business as usual until Palestine is free.”

Northwestern, Brown reach deal: Make pact with student demonstrators to curb protests

Some campus protesters cut deals, claim victory

Some student activists who pitched tents and camped on university lawns to protest Israel's military attacks in Gaza have begun to declare victory after hammering out agreements with school administrators. Northwestern University just outside Chicago became the first U.S. school to publicly announce a deal on Monday. On Tuesday, Brown University protesters broke camp after President Christina Paxson said the Rhode Island school will bring divestment demands to a vote. Organizers hope the deals set a new precedent for protest encampments around the U.S. and show a way to find common ground without using force.

“What these students have done is truly, truly historical,” Summer Pappachen, a graduate student and organizer of the Northwestern encampment, told USA TODAY on Tuesday amid cleanup of the lawn students held for days. “We have been able to achieve (our goals) while keeping students safe.”

− Michael Loria

Columbia building cleared: Police storm into building held by pro-Palestinian protesters

What are college protests across the US about?

The student protesters opposed to Israel's military attacks in Gaza say they want their schools to stop funneling endowment money to Israeli companies and other businesses, like weapons manufacturers, that profit from the war in Gaza. In addition to divestment, protesters are calling for a cease-fire, and student governments at some colleges have also passed resolutions in recent weeks calling for an end to academic partnerships with Israel. The protesters also want the U.S. to stop supplying funding and weapons to the war effort.

More recently, amnesty for students and professors involved in the protests has become an issue. Protesters want protections amid threats of disciplinary action and termination for those participating in demonstrations that violate campus policy or local laws.

− Claire Thornton

Contributing: Reuters

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