Danubius International Conferences, 7th International Conference on European Integration - Realities and Perspectives

Organizational and Personal Dimension’s of the Conflicts. Strategies for Managing Group Conflicts

Simona Mina
Last modified: 2012-04-02


The area of conflictology finds itself between the border of interest and challenge.  Whatever the communication skills we might master, interacting is a difficult exercise; the ongoing interacting will determine the ongoing situations of conflict and crisis, as well.  Conflict is a reality, a natural consequence of interacting; here is an approach that we propose in this volume.  The misunderstandings are intermediary steps to conflict, generated by the different reception of the message, other than the intentions of the emitting factor.  However, we are too vain to admit when we are wrong, as an emitting factor, when we cannot make ourselves understood and our messages are received differently than their main intentions, for which they were initiated (nobody understands me, we are on different communication channels:  this is the way we think and behave in misunderstood situations).  However, communication above all, is perception. That is why, misunderstandings are solved straightforward by using the communication techniques (we reformulate the initial message, making sure we made ourselves understood).  This scientific endeavor’s objective is to offer just such an approach in solving interpersonal conflict.

Managing conflicts is difficult to handle due to the dynamics of conflicts also.  We propose an approach of the models of conflict which demonstrate that in many of the conflicting positions, we are tempted to consider that we have solved a conflict, when in fact, changed only its state (returning to a latent stage).  Latent/camouflaged tensions are the great opponent of interpersonal relations.  They presume a double/hidden transaction, among the addressees, in which we lie to ourselves and send out messages not according to the present true state of being (when we grind our teeth and clench our fists, thus adding another badge in our intrapersonal negative emotions’ book).  Do not collect those badges, do not stock negative emotions, classify and dissociate the assertive level, here is another objective of intrapersonal awareness, as a challenge of this book.

Clarifying, the awareness of the emotional registry, differentiating of our emotions and feelings represent difficult exercises.  Usually, the emotional button acts as an on/off switch.  That is how pseudo-conflicts are generated, practically, by the inaccurate interpretation of emotions, affections and experiences.  This study proposes a structural-procedural model:  we will find the appropriate procedure in managing conflict, when we will have deciphered its structural component.  For the organizational life, an important element is represented by the conflict of power, generated by asymmetry (where the antagonism is not the conflict generator, but the structural rapport of power).  The democratic mechanism is preoccupied with the fading of the power rapports, so the organizational life can maintain its harmony.