Manajemen Konflik : Suatu PengantarSession VIII & IX – Program Studi Ilmu Pemerintahan

STISIPOL Raja Haji, Tanjungpinang-Kepulauan Riau2014Shahril Budiman. S.Sos., MPM - 1022048802

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OBJECTIVES

1. To define conflict

2. To understand problems of conflict

3. To manage and resolving conflict

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WHAT IS CONFLICT ?

Natural DisagreementCould occur either individuals or groupsEmerge cause of differ in attitudes, beliefs,values or needs

A conflict exists when two people wish to carry

out acts which are mutually inconsistent(M.Nicholson: Rationality and the Analysis of International Conflict. 1992:11

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Mengenal Konflik

Konflik sebenarnya adalah suatu situasi yang terjadi manakala terjadi perbedaan, tumpang tindih kepentingan dan kehendak.

Wujud Dari Konflik

Sikap marah, perselisihan, pertengkaran,

pengaduan ke pengadilan, unjuk rasa,

pembiaran/apatisme, mendiamkan/boikot

.

Robbin (1984) menyatakan konflik adalah

suatu proses usaha yang dilakukan

seseorang untuk mengimbangi usaha-

usaha orang lain dengan cara merintangi

yang menyebabkan frustrasi dalam

mencapai tujuan atau meningkatkan

keinginannya

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INGREDIENTS OF CONFLICT

B

E

C

D

APERCEPTIONS

FEELINGS AND EMOTION

VALUE

NEEDS POWER

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www.themegallery.com Company Name

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CONFLICT BENEFIT ?

BENEFIT OF CONFLICT

Growth and Innovation

New ways of thinking

Additional Management options

LOGOPenggolongan Konflik/Sengketa

Ilya Moeliono dkk (2003) Memadukan Kepentingan Memenangkan Kehidupan, buku acuan metodologi pengelolaan sengketa sumberdaya alam, Studio Driyamedia,

Title

Menurut jumlah

yang terlibat

Menurut aspek/bidang

/pokok konflik

Menurut perimbangan

kekuatan pihak-pihak

Yang terlibat

Menurut tingkat

kerumitannya

Menurut

pokok

sengketa

Menurut

para pihak

Yang terlibat

Christopher W. Moore.(1996.) The Mediation Process, Practical Strategies

for Resolving Conflict (2nd edition), Jossey-Bass Publisher,

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Bidang-bidang atau hal-hal yang menjadi pokok persoalan

Konflik Kebijakan Pembangunan

Konflik pengelolaan

sumberdaya alam dan lingkungan

Konflik dunia usaha

Aspek/bidang

/pokok konflik

Konflik/sengketa hukum

Penggolongan Konflik/Sengketa

LOGOPenggolongan Konflik/Sengketa

Sengketa Tentang Tata Nilai

Sengketa Struktural

Sengketa Tata-hubungan

Sengketa Tentang Data/Informasi

Sengketa Kepentingan

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Konflik antar dinas

pemerintahan

Konflik antar desa

Konflik antar LSM

Konflik antar kelompok

masyarakat

MENURUT PARA PIHAK YANG TERLIBAT

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Konflik yang

terbatas antara

pemenang pemilihan kepala daerah

dengan pihak yang tidak puas dengan

hasil pemilihan

Kerebutan

hak atas pengelolaan

sumberdaya alam di

suatu wilayah

KONFLIK VERTIKAL

KONFLIK HORIZONTA

L

Menurut perimbangan kekuatan pihak-pihak yang terlibatKonflik horisontal adalah konflik antara pihak-pihak yang dianggap setara.

Seperti contoh konflik tata batas antar desa.

Sedangkan konflik vertikal,

Melibatkan pihak-pihak yang dianggap memiliki kekuatan berbeda.

Misalnya saja konflik antara pemerintah (yang memiliki kekuasaan untuk menetapkan

sesuatu atas nama UU atau peraturan yang berlaku), dengan masyarakat (yang hanya

bisa mengandalkan pengerahan massa untuk memprotes keputusan pemerintah)

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Konflik sederhana

Konflik yang rumit

Saling kait mengait

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STEPS

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

MANAGING CONFLICT

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Analyze the Conflict

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Analyze the nature and type of conflict

Gathering information regarding who’s involved the

conflict

Understanding the conflict, reflecting on your ongoing and

planned work, and thinking about how your work contributes to

the conflict: are your strategies and activities building peace, or

creating or exacerbating conflict (International Institute for Sustainable

Development, 2013)

LOGODetermine Management Strategy

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

•Analyze and select the most appropriate

strategy Who’s group involved?

What’s substance of conflict?

Formulate strategic

•Conflict Management Strategies:

Collaboration (Win-Win Solution)

Compromise (Win Some-Lose Some)

Competition (Win or Lose)

Accommodation (Lose or Win)

Avoidance (Lose – Lose)

LOGODetermine Management Strategy (Cont’d)

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Conflict Management Strategies:

I Win I Lose

You Win Win-Win Lose-Win

You Lose Win-Lose Lose-Lose

LOGOPRE-NEGOTIATION

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Effective Negotiation Clearly set the groundwork

• Negotiation approach and

as facilitator

• Collaborative

cooperation

Joint Fact Finding

Organization

Ground Rules & Agenda

Initiation & Assessment

• Rules for communication,

negotiation and decision

making

• Collaborative cooperation with different group

• Sharing information regarding conflict causes and strategic such as: Agreement

LOGONEGOTIATION STEP

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Interest

Options

Evaluation

Commitment

WrittenAgreement

LOGOPOST-NEGOTIATION STEP

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

IMPLEMENT DECISIONS OF NEGOTIATIONS

•Ratification : Review of organization

procedure

•Implementation : Communication and

Collaboration as the agreement

Negotiation SkillSeparate People From The ProblemInterest VS PositionFocus on Interest, Not PositionsDevelop Optional SolutionsDeveloping Objectives Criteria

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References:Breaking the Impasse: Consensual Approaches to

Resolving Public Disputes.

Lawrence Susskind and Jeffrey Cruikshank, 1987, New York,

NY: Basic Books.

Creating the High Performance Team.

Steve Buchholz and Thomas Roth, 1987, New York, NY: Wiley.

The Eight Essential Steps to Conflict Resolution:

Preserving Relationship at Work, at Home, and in

the Community.

Dudley Weeks, 1992, New York, NY: St. Martins Press.

Getting to Yes: Negotiating Agreement without Giving In.

Robert Fisher, William Ury, and Bruce Patton, 1991, New York,

NY: Penguin Books.

Managing Public Disputes: A Practical Guide to Handling

Conflict and Reaching Agreements.

Susan L. Carpenter and W.J.D. Kennedy, 1988, San Francisco,

CA: Jossey-Bass Publishers.

The Planner as Dispute Resolver: Concepts and Teaching

Materials.

A. Bruce Dotson, David Godschalk, and Jerome Kaufman,

1989, Washington, DC: National Institute for

Dispute Resolution

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Thanks for

your attention