2.1 Describe models of conflict management and conflict resolution

This guide will help you answer 2.1 Describe models of conflict management and conflict resolution.

Conflict is a common feature in adult care settings. It may arise between staff, between staff and the people supported, with families, or between teams. Managing and resolving conflict is a core skill for leaders and managers. People in these roles need a clear understanding of the theories and models that help with conflict management and resolution.

This guide will look at recognised models. Each model has strengths and weaknesses. The way you approach conflict can affect relationships, well-being, team functioning and the quality of care. Using tried and tested models can make working life smoother and improve outcomes for all those involved.

Definition of Conflict

Conflict is a disagreement or clash between two or more people or groups. It often occurs when there are differences in values, beliefs, needs, goals or opinions. In a care setting, conflict may be about working practices, staff responsibilities, or care plans.

Conflicts can be constructive or destructive. Constructive conflict can lead to better ways of working. Destructive conflict can harm relationships and morale. Managers need to see conflict as a natural part of team dynamics and be ready to respond quickly.

What Is Conflict Management?

Conflict management is how leaders respond to and handle disputes when they arise. The manager’s approach can shape the outcome. Some models help you choose an approach that matches the situation and the people involved.

Conflict management aims to:

• Stop escalation
• Maintain healthy working relationships
• Resolve problems fairly
• Support a safe and respectful environment

What Is Conflict Resolution?

Conflict resolution means finding a solution to a dispute that is acceptable to everyone involved. There are different ways to resolve conflict, such as negotiation, mediation, facilitating discussions, or using formal processes.

Managers must help parties move from conflict to agreement. Good conflict resolution supports staff morale, reduces stress, and leads to better care. It also helps prevent poor practice and maintains compliance with standards and legislation.

Thomas-Kilmann Conflict Mode Instrument (TKI)

The Thomas-Kilmann model is widely used to explain different behaviours in conflict situations. The model suggests that people tend to use one of five main approaches when faced with conflict. These are:

• Competing
• Collaborating
• Compromising
• Avoiding
• Accommodating

Each approach has its place depending on the situation and people involved.

Competing

This is a high-assertiveness, low-cooperation style. The person pursues their own concerns at the expense of others. They may use power or authority to win. This style can be useful when a quick, decisive action is needed or in situations of health and safety.

Examples:

• Enforcing a policy on medication due to safety risks
• Interrupting inappropriate behaviour to protect a vulnerable person

Strengths:

• Quick decisions
• Maintains authority
• Protects safety

Weaknesses:

• May damage relationships
• Others may feel ignored or undervalued

Collaborating

High in both assertiveness and cooperation. Collaborating means both parties work together to find a win-win solution. It can take more time and effort but creates lasting solutions.

Examples:

• Discussing rota changes to suit different needs
• Working out care plans in partnership with service users and staff

Strengths:

• Solutions are often creative and long-term
• Improves relationships and trust

Weaknesses:

• Can be time-consuming
• Not always possible if one party will not cooperate

Compromising

This is moderate assertiveness and cooperation. Each party gives up something to reach an agreement. The solution is acceptable but not perfect.

Examples:

• Sharing unpopular shifts equally
• Agreeing to trial a new way of working for a set period

Strengths:

• Saves time
• Quick agreement

Weaknesses:

• May overlook core needs
• Solutions may only last in the short term

Avoiding

Low assertiveness and low cooperation. The person does not address the conflict. They may avoid or delay dealing with the issue. Sometimes used if the conflict is minor or emotions are running high.

Examples:

• Delaying a discussion until everyone is calmer
• Not getting involved in minor disagreements between staff

Strengths:

• Buys time
• Can prevent escalation if more information is needed

Weaknesses:

• Problems can worsen
• May be seen as ignoring issues

Accommodating

Low assertiveness and high cooperation. The person puts the other’s needs ahead of their own. Sometimes used when it is more important to preserve harmony than to win.

Examples:

• Agreeing to a colleague’s request for shift swaps to help them
• Backing down on a small issue to end tensions

Strengths:

• Maintains harmony
• Supports team relationships

Weaknesses:

• Needs of the accommodating person may not be met
• May feel resentful over time

The Thomas-Kilmann model helps managers identify which style fits best for a given conflict. Often, a flexible approach works best, adjusting style as circumstances change.

Interest-Based Relational (IBR) Approach

The IBR Approach, created by Roger Fisher and William Ury, focuses on the importance of good relationships during conflict. The key idea is to separate the problem from the people involved.

IBR Principles:

• Treat people respectfully
• Keep discussion focused on the problem or issue
• Encourage open and honest communication
• Listen actively and do not blame
• Look for solutions that meet interests, not just positions

How it works in practice:

• At the start, set ground rules for respectful behaviour
• Listen to everyone’s side equally
• Identify everyone’s interests, worries and needs
• Work together to explore options
• Agree actions together

The IBR Approach supports collaboration and helps prevent personal grudges. It is particularly useful when an ongoing relationship is important.

The GRIT Model

GRIT stands for “Graduated and Reciprocated Initiatives in Tension-Reduction.” It is used to break down deadlock in conflict and re-open communication.

Steps involved:

• One side takes a small, positive step towards resolving the issue
• They communicate this step clearly
• They encourage the other party to respond with their own positive action
• Over time, trust can rebuild and discussions can move forward

In health and social care, you might use GRIT if teams have stopped talking or are stuck in a disagreement.

Conflict Resolution Strategies in Care Settings

Different conflicts call for different strategies. The following are common approaches used by managers in adult care:

Mediation

Mediation involves a third party who helps people in conflict find their own solution. The mediator is impartial and does not take sides. Mediation encourages honest discussion and helps people move on. Organisations may use trained mediators, or the manager may act as the mediator if they can be impartial.

Benefits:

• Empowers team members
• Solutions are agreed by both sides
• Improves relationships

Limits:

• Not suitable if there is abuse or a large power imbalance
• Needs both sides to be willing to talk

Negotiation

Negotiation is when the people involved discuss the issue and try to reach an agreement. It can be informal or formal. Good negotiation depends on listening, respect, and clear communication.

Benefits:

• Flexible and often quick
• Can resolve many everyday disputes

Limits:

• May not suit complex or deep-rooted issues
• Parties have to want to reach agreement

Formal Processes

Sometimes conflict gets to the point where formal procedures are needed. This can involve:

• Disciplinary hearings
• Grievance processes
• Whistleblowing procedures

These processes use organisation policies and may involve HR or outside advisors.

Benefits:

• Gives a clear structure
• Needed for serious or repeated conflicts

Limits:

• Can feel negative or punitive
• May damage working relationships

Other Theories and Models

The Circle of Conflict

This model was developed by Christopher Moore. It says conflicts have root causes in one of the following areas:

• Relationships
• Values
• Data or information
• Structure
• Interests

Recognising the main cause makes it easier to solve the conflict. For instance, a relationship issue needs trust-building, while a data issue requires clarifying the facts. Managers can use this model to guide investigations and choose the right approach.

The Hot Stove Rule

Douglas McGregor’s Hot Stove Rule suggests discipline should be:

• Immediate
• Consistent
• Impersonal
• Clear

This approach gives people a sense of fairness. For example, if promoting safe practice, staff must know what will happen if rules are broken. Conflict is less likely if expectations and consequences are clear.

The Ladder of Inference

This model, introduced by Chris Argyris, explains how people can interpret the same event differently. We all select data, add meaning, and form beliefs. Sometimes this leads to faulty conclusions and conflict. Managers can use this model to help staff question their assumptions and check the facts before reacting.

Preventing Conflict

Good leadership promotes open and positive working cultures where staff feel comfortable raising issues. Preventing conflict is part of this. Some actions include:

• Clear job roles and responsibilities
• Effective communication
• Fair and transparent policies
• Regular team meetings
• Acting quickly on early signs of stress, bullying or dissatisfaction

Supporting Conflict Management Skills

Managers can support their teams by offering:

• Training in communication and interpersonal skills
• Role play or scenario practice
• Mentoring or peer support
• Access to professional supervision
• Opportunities for staff to reflect on practice together

Developing these skills makes conflict less damaging for all involved.

Legal and Organisational Context

Legislation and policies shape how conflict is managed. The Care Act 2014, Equality Act 2010, and Health and Safety at Work Act 1974 all play a part. Managers must follow:

• Policies on complaints, grievances, and discipline
• Equality and diversity guidelines
• Duty of care

Not following procedures can mean legal action, harm to reputation and poor outcomes for the people supported.

Example Scenario

A support worker feels that a colleague is not pulling their weight on shifts. Tension grows and affects team morale. The manager uses the Thomas-Kilmann model to assess the situation. First, they speak to each worker privately to listen to both sides—using the IBR approach to focus on the issue, not the person.

An informal mediation session is arranged. Both staff explain how they feel. The manager looks for solutions—perhaps changing shift responsibilities or adding extra training. If this does not work, formal processes may follow.

Through these models and approaches, the manager restores harmony and helps the team focus on delivering high quality care.

Final Thoughts

Managers and leaders play a central role when it comes to managing conflict in adult care. Understanding different models gives you a toolkit of approaches to draw on. Each model has value in different situations. Choosing the right approach can help keep people safe, protect relationships, and maintain standards of care.

Keep learning about conflict, practise your skills, and support your team. Good conflict management leads to a positive, open atmosphere. This creates a safer, happier environment for staff and those you support.