MOUNT KENYA UNIVERSITY.

NAME:

ADM. NO.

UNIT NAME:CONFLICT MANAGEMENT

UNIT CODE:BBM 3203

 QUESTION ONE
Nigerias oil output has been cut by a quarter because of the unrest. The Nigerian government
has said it will intervene to try to end the crisis in the oil-rich Niger Delta, where local
communities have forced several stations to close.it has ordered local governments to take over
negotiations with foreign oil companies on behalf of people in the region who have been in
violent protests. But it is not clear how much their efforts will help as the protests seems to be as
much against the government as against the government as against the oil companies. Those
involved in the week-long unrest are mostly armed youths from the ethnic Ijaw community. As
well as demanding a greater share of Nigerias oil wealth, they want local government reforms to
give their communities more access to power and amenities.

At least 15 oil stations have been besieged since the protest began. One belongs to the major oil
company, shell which has had to sharply reduce its output from two oil terminals. The turmoil
has meant that Nigerias daily oil output of more than 500,000 barrels has been cut by more than
a quarter. Nigeria depends on petroleum for more than 90% of its export revenue.

Although rich in oil, the Niger River delta states are among the poorest and most neglected in
Nigeria. Tensions in the Niger Delta have been building over kthe last few years while Nigeria
was governed by the late General Sani Abacha and the country went into deep economic decline.
Over recent years the military solution to growing unrest has been to crackdown with military
might, as was seen when minority rights activists, Ken Saro-wiwa, was executed in 1995. The
BBC correspondent on Lago, Hillary Andersson, says it may be partly because elections are
coming next year because the new military government has a softer approach, and because
elections are coming next year, new military government has a softer approach, and because
elections are coming next year, that the tensions which have been suppressed for so long are now
becoming more visible.
From the case study above, answer the following questions:-

a) Explain the characteristics that Niger Deltas case a conflict. (10 marks)

Conflict is a Process:

Conflict occurs in layers. First layer is always misunderstanding. The other layers are
differences of values, differences of viewpoint, differences of interest, and interpersonal
differences. It is also called a process because it begins with one party perceiving the other to
oppose or negatively affect its interests and ends with competing, collaborating, compromising
or avoiding.
Conflict is Inevitable:
Conflict exists everywhere. No two persons are the same. Hence they may have individual
differences. And the differences may be because of values or otherwise, lead to conflict.
Although inevitable, conflict can be minimized, diverted and/or resolved. Conflict develops
because we are dealing with peoples lives, jobs, children, pride, self-concept, ego and sense of
mission. Conflict is inevitable and often good, for example, good teams always go through a
form, storm, norm and perform period.

Perception:
It must be perceived by the parties to it, otherwise it does not exist. In interpersonal interaction,
perception is more important than reality. What we perceive and think affects our behaviour,
attitudes, and communication
Power or attempts to influence inevitably occur within conflicts. If the parties really don't care
about the outcome, the discussion probably doesn't rise to the level where we call it a conflict.
When people argue without caring about what happens next or without a sense of involvement
and struggle, it probably is just a disagreement.

Interdependence and Interaction:

There must be some kind of real or perceived interdependence. Without interdependence there
can be no interaction. Conflict occurs only when some kind of interaction takes place.

Everyone is inflicted with Conflict:

Conflict may occur within an individual, between two or more individuals, groups or between
organisations.

Conflict is not Unidimensional:

It comes into different ways in accordance with degree of seriousness and capacity. At times, it
may improve even a difficult situation.
 Action, whether overt or covert, is key to interpersonal conflict.
Until action or expression occurs, conflict is latent, lurking below the surface. Conflict inherently
involves some sense of struggle or incompatibility or perceived difference among values, goals,
or desires.

Conflict is not inherently good or bad.

While people may tend to remember only the conflicts that were painful, conflict itself is a
normal part of being human. Harmony is neither normal nor necessarily desirable as a permanent
state of being. It is normal in relationships for differences to occur occasionally, just as it is
normal in businesses for changes in goals and directions to occur. Conflict is normal.

Conflict is not automatically resolved by communication. Managing conflicts productively is a

skill.Conflict is not a breakdown in communication, but a process that is ongoing. The
communication process is not like a car that can break or cease to function. Conflict entails
communication about disagreements.

b) As a conflict manager, advise the Nigeria Government methods and strategies of resolving
the conflict. (10 marks)

Introduction
Conflicts can arise at any time. How you utilize conflict resolution strategies depends on both
your conflict style and your conflict resolution skills. There are many different ways to respond
to conflict situations; some conflict styles involve a considerate or cooperative approach while
others involve either a competitive or passive approach.

Avoiding the Conflict

Avoiding or withdrawing from a conflict requires no courage or consideration for the other party.
By avoiding the conflict, you essentially pretend that it never happened or doesnt exist. Some
examples of avoidance or withdrawal include pretending there is nothing wrong, stonewalling or
completely shutting down.
Giving In
Giving in or accommodating the other party requires a lot of cooperation and little courage.
Basically, you agree to accommodate the other party by acknowledging and accepting his point
of view or suggestion. This style might be viewed as letting the other party have his way. While
this style can lead to making peace and moving forward, it can also lead to the accommodator
feeling resentment toward the other party.

Standing your Ground

While standing your ground requires courage, it can also be inconsiderate. By standing your
ground, you are essentially competing with the other party; youll do anything to ensure that you
win the battle. The fact is, a competitive approach offers short term rewards, but in the long term
effects can be detrimental to your business.

Compromising
Compromising is a big step toward conflict resolution. Both courage and consideration are used
when both parties look for common ground. You agree to negotiate larger points and let go of the
smaller points; this style expedites the resolution process. Occasionally, the person
compromising might use passive-aggressive tactics to mislead the other party, so beware.

Collaborating
Collaboration plays a major role within conflict resolution and requires great courage and much
consideration. Collaborating with the other party involves listening to their side, discussing areas
of agreement and goals, and ensuring that all parties understand each other. Collaboration
requires thinking creatively to resolve the problem without concessions. Collaborators are
usually admired and well-respected.
c) What are the sources of conflicts as identified in the case and other possible sources of a
conflict of political, religious, ethnic or racial nature? (10 marks)

The following are sources of conflicts as evidenced in the text above including other
sources.

Limited Resources

Companies that are looking to cut costs may scale back on resources such as office equipment,
access to a company vehicle or the spending limit on expense accounts. Employees may feel they
are competing against each other for resources, which can create friction in the workplace.

Seeking Power:

Often a conflict for power struggle takes place when everyone wants to be a leader and nobody
wants to be a follower.

Weak Leadership:

Conflict is bound to result if someone of less stature leads a more qualified and experienced
worker.

Cognitive

It is a conflict between convergent (ability to narrow the number of possible solutions to a

problem by applying logic and knowledge) and divergent thinking (thinking outwards instead of
inward).

External Changes

When the economy slides into a recession or a new competitor swoops in and steals some of a
company's market share, it can create tension within the company. This stress can lead to conflict
between employees and even between upper levels of management.
Harassment

Harassment in the workplace can take many forms, such as sexual or racial harassment or even
the hazing of a new employee. Companies that don't have strong harassment policies in place are
in effect encouraging the behavior, which can result in conflict.

Interpersonal Relationships

When different personalities come together in a workplace, there is always the possibility they
won't mesh. Office gossip and rumors can also serve as a catalyst for deterioration of co-worker
relationships.

Resistance to Change

Implementation of new technology can lead to stressful change. Workers who don't adapt well to
change can become overly stressed, which increases the likelihood of conflict in the workplace.

Poor Communication

Companies or supervisors that don't communicate effectively can create conflict. For example, a
supervisor who gives unclear instructions to employees can cause confusion as to who is
supposed to do what, which can lead to conflict.

Subpar Performance

When a worker in a department is not "pulling his weight," it can lead to conflict within the
department, perhaps even escalating into a confrontational situation. A supervisor who fails to
acknowledge or address the situation can add fuel to the fire.

Limited Resources

Companies that are looking to cut costs may scale back on resources such as office equipment,
access to a company vehicle or the spending limit on expense accounts. Employees may feel they
are competing against each other for resources, which can create friction in the workplace.