Dealing with conflicts, group work

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Poster developed by the group on the subject of group conflicts

1. Detect conflicts

The term conflict (Latin: Conflictus = collision) is often associated with inconvenience, hostility, tension, etc. On the other hand, conflicts are a matter of course for all forms of human coexistence. The conflict can also have positive aspects if the conflict management is seen as an essential part of a democratic way of life: “The conflict can serve to remove dividing elements in a relationship and to restore unity. Insofar as conflict means a solution to tensions, it has stabilizing functions and becomes an integrative component of the relationship (Antons 200, 224).

Conflicts can arise for various reasons, for example if communication within the group is disrupted. The more a conflict is suppressed and the longer it has been ignored, the more it is charged with hostility and is influenced by feelings. As uncontrolled conflicts become more intense, it is important to recognize conflicts as they arise so that they can be dealt with or eliminated.

A conflict in a group can be identified by certain symptoms, which can be inferred from observable behavior of the group members. Such signs are:

Members are impatient with each other
Affectionate reasoning
Suggestions are criticized even before they are fully spoken
Lack of willingness to listen
Members take sides and refuse to give in
Members cannot agree on plans and suggestions
Members subtly attack each other personally (accusations)
Members rate the group and its ability as negative
Members are unwilling to respond to each other (lack of willingness to compromise)

2. Dealing with conflicts

Conflicts occur again and again in group work, and it depends on their respective history, their causes and how they deal with a conflict. Groups can show the following behavior in conflict situations:

The group ignores the other party or submits to it immediately, conflicts are denied, covered up, played down or suppressed.

One or more members who are opposed to the group are excluded. In order to exclude the underdog, means are used such as physical violence, defamation, intrigue, mockery, cold stopping, ignoring or silence

The majority, the strongest subgroup, or a high-ranking individual forces the others to agree and assume their position. The opposition is created by the abuse dominated and subdued by power and held in fear, obedience and dependence. However, over time, this authoritarian solution can spark resistance, tension and hostility to the point that the group falls apart.

The majority dominate group events, but the minority does not suffer from a feeling of inferiority and agrees

The opposing parties hold on to their position, but enter into an alliance to achieve the best. common goal to come. The conflict persists, but remains calm until the desired goal is achieved.

If the disputing subgroups are about equally strong, each party makes compromises on their own point of view. At the same time, agreements are made through mutual concessions. However, the negotiated settlement can cause little satisfaction if one party sees itself disadvantaged because it has given up more than the other.

This conflict resolution is the most mature, but also the least practiced form. The parties to the conflict sit down and discuss the problems and conflicting views. The various opinions of the members are brought in and discussed, whereby the conflict is also reflected and its causes are analyzed. The entire group works out a solution that satisfies everyone.

3. Conflicts – solving conflicts in conversation

If there is a conflict in the group that hinders cooperation, it can be helpful to resolve the conflict together in a conversation and to find a solution that all group members agree to. When carrying out the conversation, you can, for example, at the DALLAS method orientate.

First of all, the problem should be D be refined. Here, the deviation of the actual from the target situation should be worked out. At the end of this phase, all group members should be aware of the problem.

Then the phase of A activating instead. It clarifies how the group members assess the difference between the current and target status and how strong they are willing to deal with the problem intellectually and emotionally. The following questions should be answered: Which Wishes stand behind the individual allegations? What are the advantages and disadvantages of those involved when they are involved in the solution? What common goals can be found?

After that L possible solutions developed. Proposed solutions can be worked out, for example, in brainstorming and should not be evaluated at first.

Only in the next phase will the individual L Possible solutions evaluated and decisions made. It should be considered which consequences arise and which compromises are necessary so that all concerned can support the decision and benefit from it

In the phase of A When executing and making decisions, an action plan is drawn up that defines who does what, by when, with whom and how.

The last step is the S ituation reassessed. After a while, the observed changes in behavior must be re-evaluated by comparing the ACTUAL with the TARGET state. If new problems have arisen, they should be discussed, if the situation has improved significantly, this should be reported back positively.

However, if the conflict has escalated so far that the group members are unwilling to interact or talk to each other, it can also be helpful to involve external helpers.

Get the most out of your group

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