Conflict Management

Conflict Management

Submitted To: Sir Manzoor Iqbal Awan Submitted By: Muhammad Faisal Sajjad Enrollment No.: 01-111091-072 Dated: 01-01-2012 Class: BBA 6 Section: B

Conflict Management

ACKNOWLEDGEMENTS

All praises for Almighty Allah whose uniqueness, Oneness and wholeness is not challengeable. All respect for his Holy Prophet Hazrat Muhammad (P.B.U.H) who enabled us to recognize our creator. I am grateful and deeply indebted to Sir. Col (R) Manzoor Iqbal Awan my teacher, mentor and advisor for his helpful insights, cooperation, support and continuous encouragement through out this project of compilation. Without his guidance I would not have been able to carry out this responsibility. He really is a person from whom I as well as all the class learned a lot and who knows how to motivate his students to give their best. Finally,yet importantly, I would like to express my heartfelt thanks to our beloved

parents for their blessings,our friends / classmates for their help as they delivered their work on time and for their wishes for the completion of this project .

Conflict Management

DEDICATION

Our respected Sir Prof Manzoor Iqbal Awan, Col (R), is one of the best teachers and mentors anyone can ask for. He is truly a man of vison and substance. Sir Manzoor Iqbal is a person who lets his students creativety and ideas flow freely in his class ad around him and this is is a quality or an attribute that has been found in very few people. Our respected sir is person who is interested in every one of his students ideas and believes in every one of them. He also truly believes that every idea should be spoken out openly, what is the use if ones ideas and concept are kept in ones mind. Sir is a motivating factor that pushes one to be his/her best and try to come up to the expectations and standards that our learned sir has in mind for his students. It is our sirs expectation from me that has allowed me to compile all the projects and assignements of my fellow class mates and I do hope that my work is what was anticipated of me and I do not fail the task I was so trustingly given. I dedicate this project to Prof Manzoor Iqbal Awan, Col (R), who was the inspiration behind the work put in to this document.

Conflict Management

Teachers Note
Like all good universities, Bahria University strives to provide the right environment for producing business executives with ability to think out of the box. Taking full advantage of that and with a strong faith in the abilities and potential of our youth, the students of Bachelors of Business Administration 6th Semester Section A were encouraged to attempt writing case studies based on their personal observations/ knowledge or information gathered from someone else. They not only attempted this individual assignment with fair degree of success and produced some interesting and relevant conflict related cases but also successfully conducted valuable discussions in the class as part of our overall learning drive. There is a need to appreciate the first attempts by these budding business professionals in writing a case depicting a conflict situation notwithstanding the fact that there is considerable room to make improvements in these. What is of special significance is the originality of effort/work, and that this could serve as a humble beginning towards attaining greater creativity in times to come. These cases could also be further improved through further study and research by the students that follow. It is with this thought that these write ups are being compiled for appropriate placement. I shall like to acknowledge the efforts put in by Faisal Sajjad in completing this compilation assignment. I wish the contributing students as well as the compiler success. May Allah Almighty be their guide. Ameen. Prof Manzoor Iqbal Awan, Col (R) Faculty Member and Senior Consultant * USQ (Australia), COMSATS & NUML * Bahria, Air & Preston Universities * University of Lahore * Dual Matrix Inc. & MDi Cell: +92 321 854 3122 Email: integrated.consult@yahoo.com & awan9ff@gmail.com Profile: www.linkedin.com/in/manzooriqbawan Islamabad 1st January 2011
5

Conflict Management

Compilors Note
The completion of this project was indeed a great responsibility that required proper timing and a lot if energy; as if even the smiltightest mistake could exclude some part of the hard work put in to the project by my fellow class mates. Thus with the limited time on hand, I tried to give the best shot at the compilation and achievement of this tremendous task. My fellow class fellows also helped a lot in the accomplishment of this document as they provided me with all of their work on time and also helped me out in any thing else that I required for the assemblage of this book. This script has two main parts; firstly the first part contains all the individual case study analysis assignments of the students of BBA 6B and the second part consists of all the case studies produced by the students. The indvidual case study analysis part of the document involves the personal information about the student whose assignment it is and than it contains their actual work. I am deeply in debted to Sir Manzoor Iqbal Awan due to the fact that he showed so much trust and faith in me. I hope I have done justice to what was expected for this document to be like. I have tried to be most conscientious with this text and I anticipate that sir would feel that by giving this responsibility to me he has done the right thing.

Muhammad Faisal Sajjad. BBA 6-B

Conflict Management

Individual Case Study Analysis By BBA 6B

Conflict Management

Submitted By: Muhammad Faisal Sajjad Enrollment: 01-111091-072 BBA 6B

Conflict Management

Case Study

Symptom Resolution versus Problem Resolution?

Submitted to: Col. Manzoor Awan

Conflict Management

Source of Case Study

Internal Business Solutions, INC (www.profitwithibs.com/consulting_conflict_r_cs3.php)

Main Parties Involved

1. Company in question

2. Employees of the organization in question

Problem Statement

Misunderstanding created due to the dismissal of the previous director of the three departments of the organization, this caused internal problem that was harming and destabilizing the organization.

Summary
The case study to be analyzed is of a company which has a problem that has persisted in it for over thirteen years. The problem that was faced by the company was to do with the director of three concerned departments of this organization. These departments were over looked by one superior or a director who is responsible for its proper working and function but due to the event that took place well over a decade ago the employees of this firm arent willing to work with each other. There is no sense of a team or a group with in or between the three departments. The sense of working together to achieve the over all goals of the organization isnt the employees main and most important concern they are more concerned about proving their ideas about the termination of Katherine; the prior director of the company.

10

Conflict Management

This conflict is dealt with the help of Kelly Graves a consultant, there were other consultants too but none of them seemed to get a hold of the problem of this organization and thus the organization had to deal with the destruction its employees were causing it alone for a long time. After that the fifth consultant understood the problem which was causing the turmoil in the firm; he started sessions after sessions of discussions that helped sort out the differences of the employees and in the end all the problems that the organization was facing, with the low productivity, low motivated employees, the loss of innovative spree etc was resolved and the legend of Katherine ended and even caused the employees to work towards achieving organizational goals together.

Information about the Case Study

This case study is based on the problem that existed in an organization for over thirteen years but the top management of the organization just couldnt figure out what the dilemma was until a Corporate Therapist Kelly Graves was given the task to analysis and work out a solution to the situation. The main problem areas were that; serious differences between three very important departments were creating issues and hindrance in the success of the organization due to which innovative thinking process and the ability of working as a team of all the employees were under threat. These problems seem to exist as the consequences of poor handling of conflict and change within organizations; disgruntled employees and low productivity. It is a common understanding that all organizational problems, whether technical, financial, or some other issue, hinge on human communications and processes. It is also a fact in business management that thorough understanding of human processes and behavior and how to improve them are fundamental to organizational survival and success. And this is what the company was after, with its productivity near to nil, due to the raging conflicts and the majority of employees not willing to work in each others company, caused the director of the concerned departments to consider having specialists visit the organization. These outsiders would point out the problem and they would also not be involved in the organization before thus would judge the level of the problem
11

Conflict Management

accurately without biasness. They would find out the root cause of the upheaval and psychologically get the employees to see what they ought to be doing rather than just fighting amongst one another. The three departments in question were to work closely together in order for the organization to be successful but the problems between them were far too deeply enrooted within the organization and it had also existed for over a decade (thirteen years), thus showing that this problem was just the tip of the iceberg and the real reasons for the conflicts lied deep within the foundations of the organization. The employees of the departments were divided up to an extent that even the four consultants brought in to solve the conflicts arising between the employees could quite put their finger on the problem. They tried every trick in the book to resolve the conflict between the employees but all efforts went in vain. The consultants tried to bring the employees together by involving them in rope courses, fun and games etc but nothing seemed to work. The top management was deeply concerned as the organization was already trying to cope with the outside pressures and the intense competition but with the internal pressures as well, the truth was that if the solutions werent dived up fast their organization could seize to exist. This was due to the fact that the internal infrastructure and the back bone of the origination, its employees, were not willing to work for it. Due to the negative feelings that the employees of the organization held for each other the director over seeing these departments gave up hope of ever having a work force that would be willing to work together as a team, because all her attempts to bring the lower staff together was proving to be futile. The internal conflicts were so much so that all innovative thinking had come to a complete stop and even the usual work wasnt getting done. The environment of the organization had become so negative that it didnt allow anyone to give their best to the organization. Employees were mainly concerned with proving their point of views of their previous director being fired a just decision or an unfair one an thus they didnt want to work with the people whos ideas were contradicting their views. Kelly Graves the fifth consultant joined the organization to figure out what the other four consultants had failed to do. His main tactics were to listen to the various problems of the
12

Conflict Management

employees day in and day out. So in the end he indentified that the only problem that had divided the work force was the termination of Katherine, the director who had been in power over a decade ago. As her name used to come up again and again with each passing day it became apparent that this woman who was terminated due to unknown reasons was the cause that had effected this organization to such an extent and for such a long period of time. Katherines termination had divided the employees in to two groups; one in favor of her termination and the second which had thought this to be an unfair decision. Katherine had been removed so many years ago but still her story had survived well over a decade and it had affected the employees so much so that they were unwilling to put their differences behind them and move on for the betterment of the organization as well as themselves. Her name was like a legend in the firm and as it usually happens in any organization that employees pass their most valued stories and most important historical information about the organization to new employees and thus this legend spread within the organization to an extent that every single employee in the firm wanted to be and was a part of this legend and story. The next step having identified the dilemma and the root cause of the disturbance the new consultant worked towards bringing the employees on more of a common ground so that open dialogue could be exchanged and solutions could be generated. The feelings associated with a conflict can cause a group to spiral out of control quickly, so conflict must be choreographed with a deft touch. A conflict is an aspect of an organization that can not be ignored for long as the longer a problem exists that more it embeds itself in the organization. The organization and the consultant acknowledged the need for free communication and got everyone to sit in a group and discuss and remove all the misconceptions that were long over due to be sorted out. It was evident that the employees of the organization didnt need rope climbing and other activities that the previous consultants had thought necessary but what was indispensable was to bring out and discuss the mix-up openly with each other. And this was what achieved after much patience and vigorous hard work; trust started to build among the employees for each other, even though it wasnt easy but still after secession and secession of free dialogue exchange the employees started channelizing what and how they felt for the previous directorKatherine in to a positive form. They started working together trying to attain their mutually set goals and started seeing things through the eyes of their other sub ordinates.
13

Conflict Management

This journey wasnt easy for the organization but it was a must because the institute was crumbling and breaking down with each min that passed and as it didnt have the necessary support of its most important resource; and that is human resource. An organization can not function if its employees are not willing to work for it and thus finally the last consultant was a relief to the organization that was long awaited for. The organization learned to openly discuss their problem and instead of running away form the crisis facing it and solving it with honestly and open minds. And due to this practice that became the routine of the company, the following improvements took place; departments were back to work, attitudes and behaviors were noticeably improved, people within and between departments were getting along, individual and organizational objectives were achieved, productivity was measurably increased.

Conflicting Issues

 Employees of the three main departments were divided and didnt see eye to eye. They couldnt work together as a team.  No innovation, no prominent or ground breaking results in terms of business activities from the side of the employees.  Due to the above mentioned problems the organization was slowing crumbling away and just barely surviving the intense completion in the market.

Other Facts
 All the employees of the three departments had firm views about the incident that occurred so long ago that the organization couldnt let everyone of them go as this would mean firing everyone.  The consultants werent enough to put right the problem but that all the organization did.  The top authority didnt itself try to talk to workers themselves, as their asking them what their problem was would have been seen as a gesture that showed that the organization cared about them, instead of hiring outsiders to do their part.  The organization let the problem persist for a long time without trying to solve it instantly because the longer an issue is ignored the worst it becomes.
14

Conflict Management

 The top management should have had taken the decision to tell the employees why they were removing their director in the first place to remove all the questions and the ambiguities, as this is what later caused all the problem.

Issues

Issues of the Employees  Divided in to two groups one in favor of the previous director and one against.  One group believed the termination of Katherine was unfair while the other thought it was fair thus the misunderstanding continued from there.  Didnt trust each other and neither did they want to work as a team.  Basically one group considered the other a traitor in a way.  They believed that they were right and the others werent.  The employees were in the dark as to why their director had been treated as the way she was.

Issues of the Organization  Success factor of the organization was at stake.  No innovative ideas and all the creativity was sucked out of the employees.  The organization was crumbling and was anchoring major losses.  The director couldnt control the internal conflicts.  Distrust and misunderstanding were creating heaps of problems of the overall achievement of the organizational goals.

15

Conflict Management

Solutions in the Case Study

y y Hired four consultants. Tried to create understanding through different activities that would allow them to have fun and work together. y In the end hired Kelly Graves due to his repute with solving internal organizational conflicts. y Tried to understand the whole dilemma and tried to create a common ground for all the employees. y y y Encouraged open dialogue and debate. Brought out the true and the pined in emotions of the employees. Established trust between employees through group debates and clearing the misunderstandings y Turned the problem in to the reason for all the employees to work dependently and interdependently to achieve the mutually set goals and objectives of the organization.

Other Possible Solutions

y The organization should have cleared the ambiguity of the termination of Katherine as soon as the incident had taken place: Keeping in mind that change of leadership always affects the team to a great extent. This would have decreased the level of negative feeling with in the organization. y The new director should have personally talked to the employees as they were her immediate responsibility: This act may have made the employee realize that their new head was interested in what they thought and what their problems were. Bringing in new people to help might have made the employees not really open up to them as the consultants were new to them. y New director should have taken the initiative of making the employees open up to her personally: This could have been possible if she would have encouraged open dialogue with them because being a director of such a reputed firm such things should be the most

16

Conflict Management

important and the for most duties of her position, especially with the circumstances that the firm was facing. y Asking Katherine to visit the organization and explain the issue herself: This solution may only be effective if Katherine would have acknowledged her mistakes that she had made in the organization and explain it to the employees on the behalf of the organization. y Give incentives to employees to try to make them work together: Bonuses or promise of promotions may have made some of the employees see reason and try to work together. y To give warning to the employees: Warnings of getting fired or losing bonuses or salary cuts could have made some people come around their differences. y Rationalize and give reason to employees: The top management might have spotted that all the problems started after Katherine left and thus noticing this hey should have given rational arguments and defended their decision instead of ignoring it to the stage that it reached later.

Analysis

Conflict is inevitable and one can not just run away from the situation, one must first see if the conflict at hand is persisting for a long period of time, whether it is causing distress or is benefiting the organization as a whole. Thus how to handle a conflict depends on the situation and the different variables present in conflict Know the warning signs unique to your situation. Acknowledge these emotional signs while the challenges are small, because it is easier and less expensive to resolve these matters sooner rather than later. The sooner you acknowledge the signs of conflict, the sooner the conflict will be resolved. And this is where the firm made a mistake, they didnt realize that the entire problem started after the prior director of the three concerning departments was fired and thus the problem continued to grow and it reached a stage where the top management didnt know what to do. The employees of this particular organization just needed to let go of their emotions as freely as possible so that empathy and their responsibility of working together as a team to attain
17

Conflict Management

the goals of the business could be realized. Their fenced in emotions were the reason they got barren of creative ideas. Even thought the organization had many creative and inspiring employees but even they couldnt get their problems sorted out. Here Kelly the fifth consultant to the firm acted as an originator to the process of putting out everything in to the open, to discuss rather than pin in the emotions and the negativity they felt about each other with regards to the termination of the director. The sessions of open communication between the employees lead them to trust each other again and to have faith in their capabilities. Katherine who had been the reason and the cause behind their dividedness after open debates and parley, she became the reason for them to share their feelings and work out any problem together as a team. It was however fascinating to see how an individual could effect an organization to such an extent and for such a long time, and how an outsider, got everyone to tune their negativity in to positive custom of finding out the root cause of problems and then putting everything straight. The analyses of the possible solutions are as follows: Solution 1: Cleared the ambiguity of the termination.

y y y y

Would have lowered the negativity in the environment of the organization. Would have not made Katherine a hero and a legend for the employees. No misunderstanding would have been created and reached such a high level. May have resulted in no loss for the organization in the terms of productivity, innovative ideas, income etc.

18

Conflict Management

Solution 2: New director should have personally talked to the employees.

Being the head of three departments require one to have some responsibilities and they include the responsibility of personally handling and taking to the employees, to let them open up to the new authority. This would have made them more comfortable with her.

Knowing the authority and being able to talk to them gives employees a sense of being able to make a difference and that the management would listen to them and consider them important.

This would have reduced hostility and made the work environment more friendly and open to discussing problems.

The employees might have been able to like her as a leader and may have forgotten Katherine all together.

Solution 3: New director should have taken the initiative of making the employees open up to her personally.

y y y y y

Friendly environment. Free discussion of problems. No ambiguities. More respect for the management. More confidence of the employees on their new director.

19

Conflict Management

Solution 4: Asking Katherine to visit the organization and explain the issue herself

y
y y

Cleared the misunderstandings Employees would have moved on to work whole heartedly for the organization. New management would be respected.

Solution 5: Give incentives to employees to try to make them work together y y y y Incentives may allow the employees to work together Work better and achieve goals Formulate teams and groups to get the work done. Healthy competition.

Solution 6: To give warning to the employees y y y The fear of losing job would make the employees work together The fear of pay cuts would make them work together Everyone works to support family thus fear of getting fired would urge employees to get over their differences and work together.

Solution 7: Rationalize and give reason to employees Give reasons to the employees of their act. Rationalize and show them the cause of the decision If the problem would have been spotted at the initial stage it wouldnt have increased so much and could have easily been coped with y This would build trust and between the employees and the management.

y y y

20

Conflict Management

Conclusion

Conclusion to such a case study which holds some very intriguing facts about organizations and their employees behaviors and makes us realize that some times we miss out the most basic way of solving problems and that is through open and honest discussions. This case study makes one comprehend that the answer lies within its problem and that nothing or no conflict can not be channelized in to some thing positive that is if the right deduction of the issues are done and the nature and type of conflict is not misjudged. An organization should never let a conflict go out of its hand and apprehend that a problem is emerging as soon as possible this would enable them to easily remove the problem at its early stage, and or, give the management ample time to come up with some affective and prolonged solutions that would actually work. A consultant in this case study comes in to a new organization with just his experience and gut feeling to guide him and then turns the organization in to the way it originally should have been in. He creates an environment of honest dialogue exchange and a healthy way of working out problems and through this custom or ritual that the organization adopts as its own, most of the problems would cease to exist. According to the analysis that has been conducted there were a variety of correcting steps that the organization could have taken especially the new director, as she was the main person who was responsible for the handling of the employees. Thus she should have taken measures to solve the problem on her on without the help of outsiders and thus this way she could have shown her skills as a leader with good leadership and management skills. Out of the possible solutions that the organization could have taken the option to clear all the employees ambiguities is the most effective as all this problem spurred due to the fact that the employees were kept in the dark as to why was Katherine fired in the first place and what were the real reasons behind such a huge step of firing a director. Thus in the end better management of the issue from the organization side might have saved them so much trouble.
21

Conflict Management

Reference

 Internal Business Solutions, Inc, Retrieved, October 19th , 2011,:(www.profitwithibs.com/consulting_conflict_r_cs3.php 2010)

22

Conflict Management

Submitted: Anum Raza Enrollment: 01-211082-166 Class: BBA 6-B

23

Conflict Management

Case Study

Ethical Case Study

Submitted To: Sir Manzoor Iqbal

24

Conflict Management

Source of Case Study

Ethical Case Study, July 13th, 2011

Parties Involved in the Dilemma

i. ii.

Morgan Johnson Vs. President of Green-Grow

Problem Statement

Morgan Johnson is being forced by the president of her company to change the over all financial statements, showing more revenue than it originally has and this may cause problem later and might even end her in jail.

Summary
The case study ethical case study holds true to its title, in this case study, a situation is presented that is quite complex but at the same time, we face such complications almost all the time in a working environment of an office or any firm world wide. This case describes the situation that Morgan Johnson is facing, she works in a firm where she is most probably an accountant, even though her exact position in the company is not mentioned, she is told by her superior authority to change the total financial statements of the month of May, showing more sales in the previous month. After receiving the order Morgan is in an state of panic as her morals and values and also her common senses are battling against the
25

Conflict Management

urge to do what is asked of her and get a promotion that is long due and also confirmed if she goes along with the orders of the president of Green-Grow. There are other things she also has to consider and not just the rewards that she would be endowed with after completing her task and those risks are far greater than the rewards. The risks are that if she changes the balance sheet of the firm it would most definitely mean that she would be tempering with the income statement of the firm. And income statement of the firms are the statements that are seen by investors and the bank which has invested its money in to the company and thus she would be cheating many people in to believing that the financial position of the firm is better than it actually is. An of course there is the Financial Accounting Standard Board which can detect her activities and put her behind bars and this of course wouldnt look good on her resume in the future; that the candidate in question was put in jail for violating laws and altering the financial statement of a firm that is being perused by the bank for its money. And again even other financial analysiss can detect if the financial statements have been tampered with, as the cash flow statement wouldnt change and even if it is stated that the sales were made on credit but still such huge amount of money isnt easy to show. Thus this case study shows what different options Morgan Johnson has and what she would decide to do and what is the safest path for her is left up to the reader to analyses.

Major Conflicts

Morgan Johnson is unwilling to actually indulge in a situation where she would be breaking the laws of the Financial Accounting Standards Board (FASB). She fears that she may end up in jail. She also cant refuse the orders of such high authority of her company, the president of Green Grow. Her manipulating the financial statements may lead other financial analysis to deduce that someone has tempered with the figures; as it would cause the month of Mays

26

Conflict Management

revenue to drop even though this was the month when the business made big business. She would also be cheating the bank in to showing them the financial position that the company wasnt really in.

View of Both Parties

Morgan Johnson

Green Grow

 Fear of losing job if what is asked of her is not done.  Fear of been caught by the Financial Accounting Standard Board (FASB).  If revenues are tempered with the balance sheet and income statement will totally change.  If Mays totals are decreased or tampered with, than again she may be caught; as in May the business is usually good.  Bank would also be fooled in to believing that the company is financially very sound even though this wouldnt be true as the revenue would be exaggerated.

 Concerned with showing that their company is financially very strong.  Not very concerned with the later results of such a decision  Would solve most of the bank problems.  Believes that this is the correct decision and it wouldnt be against any rules, they would be bending the rules a bit.

Detail to the Case Study

This case study is basically concerned with a choice that Morgan Johnson is facing. She is an employee in Grow Green Company, who can either do what her boss (the president of Grow Green) tells her to do and change the financial statements of the company for the month of May and risk being caught later, either by the FASB or any other financial
27

Conflict Management

analyst. Secondly she could opt not to follow the directions given to her and risk being fired as such high authority wouldnt take no for an answer. This case study fundamentally shows the type of decisions one usually has to face while working in an organization. The conflict here is that Morgan Johnson is deciding what to do about the choice given to her. She has a lot of doubts on her mind concerning what the consequences would be if she chooses to go with anyone of the alternatives. Morgan has been given direct order from the higher authority of her company and has been told to alter the total financial statements, that is to record all the invoices in the first half of May depicting that the sales have taken place in the month of April. Following the orders given to her would mean showing that credit sales have taken place and that the accounts receivable is higher than it really is. If Morgan follows her orders than the balance sheet and the income statement of the company would change completely. The accounts receivable in the balance sheet and the net income in the income statement would be highly exaggerated. This would mean that she would be cheating the Bank and the interested investment parties to believe that the company is financially very strong and their working capital ratio is 1:1. The bank using this information deduces how much business the company is actually doing would think that Grow Green is financially stable. This problem actually spurred due to the company facing problems from the banks side. Green Grows business isnt showing prominent revenue generation and thus the bank which might have financed the company, would have been worried about this situation and might have been giving the company trouble. Looking at the situation more closely the only statement that would not be affected due to the decision would be the statement of cash flow and as it would show actual amount of cash that came in to the organization but again the organization can always state that the sales made were on credit. Working capital is a measure of both a company's efficiency and its short-term financial health and inventory turn over ratio shows how many times a
28

Conflict Management

company's inventory is sold and replaced over a period. And these are the statements that the banks are interested in and these are the statements which would not be showing the correct position of the company to the banks. Working Capital= Current Assets- Current Liabilities Positive working capital means that the company is able to pay off its short-term liabilities. Negative working capital means that a company currently is unable to meet its short term liabilities with its current assets (cash, accounts receivable and inventory). If a company's current assets do not exceed its current liabilities, then it may run into trouble paying back creditors in the short term. The worst-case scenario is bankruptcy. A declining working capital ratio over a longer time period could also be a red flag that warrants further analysis. Working capital also gives investors an idea of the company's underlying operational efficiency. Money that is tied up in inventory or money that customers still owe to the company cannot be used to pay off any of the company's obligations. So, if a company is not operating in the most efficient manner that is slow collection, it will show up as an increase in the working capital. This can be seen by comparing the working capital from one period to another; slow collection may signal an underlying problem in the company's operations. (Investopedia) Inventory turn over ratio is compared against industry averages. A low turnover implies poor sales and, therefore, excess inventory. A high ratio implies either strong sales or ineffective buying. High inventory levels are unhealthy because they represent an investment with a rate of return of zero. It also opens the company up to trouble should prices begin to fall (Investopedia ). These important ratios are the methods through which Banks figure out how the business is actually doing and thus as the most basic amounts would be changed thus all of theses ratios would also mislead all the outside parties.

29

Conflict Management

Facts

If she involves herself in what the president wants her to do: Benefits: y y y y Get a promotion and a raise. Trusted by the president of Green Grow. Stay as a trusted employee. Saves firm from being troubled by the bank.

Personal Point of View: y She may get the promotion and the job but every time the president would want to turn things around a bit she would be the number one choice and thus it would be dangerous for her. y Secondly, if she is caught she would be the only one to blame and at that point not even the president may come forth to save her. y Thus this isnt a very safe choice for her, until or unless she knows how to change the statements and also cover up her tracks whiling doing so.

If she refuses to change the statements: Benefits: y y No trouble from the law. Morally content.

Personal Point of View: y If she refuses to oblige than she would have to leave her job because than she would be treated as a criminal in her own office. y If she isnt forced to quit than she wouldnt get any promotion and thus her career wouldnt be taking any bright turns anytime soon. y But if she finds a job else where she may very well survive.
30

Conflict Management

Analysis

The different alternatives that Morgan Johnson is faced with are discussed below:

Alternative 1: Following what Morgan is told to do.

Advantages  Get a large bonus.  Secure her position in the organization.  Become a trusted employee of the organization who can be trusted to do as told.  Save the organization from the trouble the bank is casing Green Grow.  Can demand for an increase in salary.  Would become the president of Green Grows trusted employee.

Disadvantages  May get in to trouble for cheating the Bank.  Would be breaking the laws of FASB and may land in to trouble for this.  May even go to jail.  She would be cheating the investors in to thinking that company is financially sound and would want to invest in it; thus she would be their criminal too.  She would be doing against her morals.

31

Conflict Management

Alternative 2: Do not follow her instructions to change the financial statement. Advantages  Morally she would be satisfied with her self.  Wouldnt get in to any kind of trouble from the banks side or from the Financial Accounting Standard Boards side.  Wouldnt have the constant worry that she might end up in jail.  May find a better job some where else. Disadvantages  Losing her job.  If she is not removed from the organization the higher authority would hold a grudge against her and get back at her later.  Lose her bonus.  Less or no chance of promotion.  Would be considered a traitor in the organization and may be ignored by her colleagues.

Different options that Morgan Johnson can consider are:

 Leave present job and find a better position in some other firm.  Request the President to reconsider what has been asked of her.  Do what she has been told and hope not to get caught.  Directly report what the president asked her to do to authorities higher than the president.  Tell the president to ask someone else to change the financial statements.

32

Conflict Management

Option 1: Leave the present job and find a new one.

Advantages Wouldnt have to go through the humiliation of getting fired. Wouldnt have to bear being treated as a traitor. If another position in some other firm is found with in time financial loss wouldnt be a problem. She wouldnt have to go ahead with the unfair orders given to her by her seniors. Disadvantages Its not that easy finding a new job so quickly. May have to do with a lower position in another firm as compared to the one she is presently working at. May not fit in to the environment of the new firm.

Option 2: Request the President to reconsider what has been asked of her.
Advantages

If the president of Green Grow reconsiders her instruction than Morgan wouldnt have to take so much risk. Morgan wouldnt have to consider leaving her job. Morgan would be morally satisfied that she hasnt gone anything unlawful. Morgan can go on with her job with out any trouble. Disadvantages If the president doesnt take back her orders than Morgan would have to go ahead with the original directives. The president may be offended by Morgan to be asking her for reevaluation of her original commands.
33

Conflict Management

Option 3: Do what she has been told and hope not to get caught.
Advantages Her seniors would be happy with her. Job security. Get bonus and promotion. No trouble from her sub-ordinates. Save the company from further bank problems. Disadvantages Risk is always there of getting caught. May trouble her conscious. If caught, may end up in jail. Here seniors will always make her do things that arent far if she agrees to go along with changing the income statement this time. If caught may not get such a position later in any other organization.

Option 4: Directly report what the president asked her to do to authorities

higher than the president (Board of Directors). Advantages If the higher authorities know of these activities they might stop it. She wouldnt have to go ahead with this task. The president wouldnt have the chance to harm her position in the company. Disadvantages If the higher authority is also with the president than Morgan would be in trouble. Again she might lose her job.

34

Conflict Management

She may even be staged to have come up with changing the financial reports herself, as now the authority would be against her.

Option 5: Tell the president to ask someone else to change the financial
statements. Advantages She would be off the hook and wouldnt have to do anything against the rules. Save her position in the firm. Wouldnt look as if she didnt follow the presidents orders. Disadvantages The president would think that Morgan isnt respecting her orders and judgment. The president of Green Grow may be offended. The president may take it personally that Morgan is asking her to review her orders and refusing to the job herself.

The above given analysis show some options that Morgan Johnson can come up with as she is a financial accountant she must know how to evaluate each and every one of her options. These options are what can be the possible alternatives she can chose from as apart from these there isnt much more good options. Thus in accordance with the conflict and the given situation the chance of her changing the financial statements and not getting caught is higher than refusing her boss and trying to get somewhere in her chosen career. This analysis can be supported by the fact that auditing takes place every five years and thus till than she can easily cover up her activity, secondly if her boss expects her to keep on doing this type of things and she doesnt want to she can easily and take her time while finding a better paying job and quit Green Grow, also her
35

Conflict Management

immediate benefit can be promotion, raise and credibility from her firm. Thus going along with the order of the president of Green Grow is better for Morgan at the stage she is at.

Conclusion
As a conclusion to the case study, it can be said that this case study holds the essence of what problems someone can face working in any organization. This case study is all about the problem or the dilemma in which Morgan Johnson, an employee of Green Grow, finds herself in, and what alternatives she can choose to get herself out of the problem. There are a total of five possible alternatives or options that Morgan can choose from, to effectively solve the problem but because the exact position of Morgan Johnson in the organization and also the financial position of Green Grow isnt that clear thus the best possible options can be two. First option that may prove to work in the favor of Morgan would be, if she left her job and found another good job some where else. This can only be possible if she has ample time to properly search for an appropriate job that would give her good financial returns and leaving this job would harm her career in any way. Second option can be if she went along with the plan of changing the financial statement. This would give her security in the organization and it may also lead to a promotion, meaning that this would be improving her career and harnessing her chances in the organization. If Morgan is competent in her field than she can reduce her chances of getting caught by the outside party, as the Bank just checks a firms income statement and doesnt indulge in internal auditing of the firm. Thus this would mean that Morgan would be save until or unless an internal audit is carried out immediately; and as audits usually happen every five years thus Morgan can cover up this act of hers easily. These are the options that can prove to be the most fruitful, as if the president is asked to change her mind about this situation, than he or she might he offended that Morgan is challenging his/her better judgment, and also as the firm is experiencing
36

Conflict Management

trouble from the bank thus the president isnt going to change his/her decision if it means it would keep the firm out of trouble. The other option is that if Morgan tells on the president than the result of this can be disastrous and thus catastrophic for her too. So in the end the above given two option can more or less secure Morgans place in the organization or save her from the humiliation of getting in to trouble and slimming her chances of ever getting ahead in her career.

37

Conflict Management

Reference

Free Case Study. (2011, July 13th ). Retrieved October 19th , 2011, from Free Case Study Web site: http://freecasestudy.wordpress.com/ Investopedia. (n.d.). Retrieved October 19th, 2011, from Investopedia Web site: http://www.investopedia.com

38

Conflict Management

Submitted By: Zain Ul Abdin Awan Enrollment: 01-111091-145 BBA 6B

39

Conflict Management

Case Study

Managing Conflict with the Chinese

Submitted To: Sir Manzoor Iqbal

40

Conflict Management

Summary:
This case study presents The Key as a very valuable interactive foundation for effective conflict management in the international trade negotiations. The Key which has been used in this case study is depicted in the attitude and perceptions developed by the marketing manager and individual perception of cultural responsibility influences it. The authors have used this concept of key and its usage in conflict management in both international business environment and academic areas and as well as in low and high context culture in their research. ITI had been a major competitor in the North American and European markets which were industrially developed and it captured 20% market share in those areas. Three years back ITI decided to extend its operations in the developing markets and become internationally competitive. The major market slots were present in the Russian, Chinese and Indian markets but due to the huge growth in the Chinese market over last decade ITI decided to focus on China. After conducting research on the Chinese market Susain went to the president of ITI Sam Roebuck and discussed with him the possibilities of growth in the newly identified Chinese market. Roebuck had a good understanding and trust in Susain and he gave his full support to pursue the plan further. Elderson idea was to go in a joint venture with a Chinese manufacturer because ITI success in China was associated with low price and quality that could only be achieved if the Pic would be manufactured in China locally with the help of a Chinese firm and to leave the promotion and marketing also upon that partner firm (Kranhold, 2004). In order to meet these requirements Elderson chose Shinghai technology manufacturing centre (STC) to be its partner firm. After several months of discussions over this project with the board of directors Roebuck allowed Elderson to move further. Susain Elderson was well aware of the high context Chinese market. She undergoes an extended period of negotiations in which she extended her commitment on behalf of her firm to the Chinese partners. Elderson knew that in order to build good relationships and extended networking in China she needs to maintain a positive reflection The Key. After two years of negotiations with managing director of STC H.C Chung ITI went into an agreement of
41

Conflict Management

professional partnership with STC. The reflections of the positive thoughts from ITI were the main reason for this valuable relationship. ITI spent millions of dollars and extended its technology to the STC under this partnership (Kranhold, 2004). With few production problems the ITI team was very happy with this agreement. However after six months the team noted that the profits were declining and situation was not going well which gave them the signs of conflict. The conflict was a result of a number of factors including the personal and organizational prestige, leadership styles and prejudice leading to mistrust, cultural differences, performance expectations and overstatement of capabilities. In the cross cultural businesses the executives tends to differ with each other on the basis of the factors stated above and the participating firms also differentiate with each other in the terms of goals, orientation of time, structural formality and leadership needs of the management (Draling and Walker, 2001). The greater the differences the more are the chances for the conflict to occur and the need to counter these conflicts and inter relate the individuals and situations with each other also become very important (Cotler and Keller, 2009). In the case of ITI and STC the marketing distribution system complexity within the organization also contributed towards the conflict as the expectations of the people differed from that of the others. After successfully completing the preliminary step and resolution step Alderson and Chung reached a solution that was more feasible than any other for both the companies. With the alternatives and brainstorming sessions they proposed that ITI personals would be giving sales and training sessions to the STC workers in order to compete with the market demand and competitors. Chung also agreed that STC would pay ITI for the training facilities that would be used to train the STC workers. As per the positive aspects of The Key it was essential that both the parties should undergo a solution that would be feasible and workable for both the parties and will satisfy both the needs. However the mutual benefits are the opportunities not solutions. Alderson and Chung concluded that these shared benefits were the basis for agreements and they discovered through direct interaction the ideas that both the executives had regarding the desired end results of the marketing campaign.

42

Conflict Management

Through action agreement both the parties agreed upon a certain market strategy that was implemented which was further evaluated on the basis of feedback that was received after their implementation. Both the companies agreed that they had taken the conflict seriously and such conflict would not arise again as it was appropriately managed with a great deal of attention. The two firms continue to do the business with the satisfactory performance for both the parties.

Facts and reasons:

Culture differences: In this case study there is a profound analysis of conflict management that involves the businesses in the high context culture of China. The high context culture is a culture which imposes great deal of stress on the individual persons values or his status in the society and how he interact with the people in the society rather than towards the formal legal constrains that are used in the negotiations between the multinational corporations in the low context culture. China as land of economic opportunity: China remains focused on becoming the major economic power of the world despite of the fact that there were internal challenges too that were raising concerns for the economic development of the country. China became the member of world trade organization after a decade of negotiations in December 2001. After becoming member of WTO due to its economic development soon China became the largest trade partner of U.S.A in 2003 with a trade amounting to 124 billion US $ and an annual increase of 20% in the past years. Personal and organizational prestige: The personnel and organizational prestige were cause of this conflict because employees of both the organizations were concerned for their own prestige. They weren`t considering the partner company`s stake.

43

Conflict Management

Leadership styles: The leadership styles were also different in both the companies which created a panic among the employees as they were not ready for the change in the leadership styles. Prejudice leading to mistrust: The prejudices also played their role in creating and strengthening this conflict. Performance expectations and over statement of capabilities: Both the companies were expecting high performance from their partner companies as both the companies over stated their performances at the very start of their venture. In the cross cultural businesses the executives tends to differ with each other on the basis of the factors stated above and the participating firms also differentiate with each other in the terms of goals, orientation of time, structural formality and leadership needs of the management. In the cross cultural businesses the executives tends to differ with each other on the basis of the factors stated above and the participating firms also differentiate with each other in the terms of goals, orientation of time, structural formality and leadership needs of the management. The greater the differences the more are the chances for the conflict to occur and the need to counter these conflicts and inter relate the individuals and situations with each other also become very important. In the case of ITI and STC the marketing distribution system complexity within the organization also contributed towards the conflict as the expectations of the people differed from that of the others. In such situations the effective management of the conflict requires the resolution of the differences and the individual movement towards the organizational growth and development.

44

Conflict Management

Assumptions: 1). Members of shanghai technology believed that the innovative technology people were not serious about the promotion of their product and its performance in the Chinese market due to which the sales of the product declined. 2). Innovative technology team were of the point of view that the sales force of shanghai technology was not concerned for the promotion of their handsets and were not working up to the expectations of their company due to which sales were declining. The assumptions identification also includes the ability to pursue the reality. It is very important that the people become aware of the assumptions of each other that they think have brought the conflict. The assumption of Alderson was that STC was unable to achieve the required level of sales and now was not interested in promoting ITC`s products in the Chinese market. Whereas, Chung`s assumption was that ITI was not serious in supporting the operations for sales of their products. In such supportive climate they were able to identify that the nature of the problem they incurred was similar but they were able to understand that they also disagree with each other. Results:  Both the members of the top management agreed that the performance has declined because of the cultural differences, leadership styles, negligence, prejudices, over statement of the capabilities along with the performance expectations of both the companies toward each other.  Both the members agreed that a conflict as occurred and it is inevitable to resolve it in order to move further in this joint venture. Resolution: After carefully considering the options Alderson chose win-win approach to solve the conflict as in the high context culture such as Chinese one cannot over look the conflict or avoid it but the only option is to manage it constructively with a positive thought. The skills used by Alderson to
45

Conflict Management

successfully manage the conflict between the two companies focused on three major steps and group of skills including preliminary step that involves power base development; relational acceptance and meaningful communication. The resolution step includes assumption analysis, objective identification and alternative selection. The maintenance step focuses on action agreement, feedback review and continuing oversight.

Analysis:
What: In this case study the conflict occurred in a high context culture of china i-e that is the culture in which the persons terms and relations and his reputation is given much more importance as compared to the legal concerns and legislations regarding the partnership. The investor party is from a low-context culture of North America and Europe where a great emphasis is been given to what is written in the document. The two firms involved is this partnership have different cultural back grounds, norms, values and attitudes in terms of the marketing and promotions operations in such cases conflict in often inevitable. In such conditions conflict should be resolved in a positive and constructive manner as it provides the circumstances that prove to be helpful in the up-coming future especially when it is managed with The positive Key. When: After about six months of the joint operations between the two companies it was found that the sales of the handset named PIC declined in the Chinese market place. Initially the sales were at a comprehensive level and the top management was pleased with the performance of PIC in the Chinese market. Why and How: The two firms involved is this partnership have different cultural back grounds, norms, values and attitudes in terms of the marketing and promotions operations in such cases conflict in often inevitable.

46

Conflict Management

The conflict was a result of a number of factors including the personal and organizational prestige, leadership styles and prejudice leading to mistrust, cultural differences, performance expectations and overstatement of capabilities.

Conflict:
The conflict between ITI and STC was dynamic and value conflict as it was increasing day by day as the point of view of the management of both the organizations was that other one is not working well despite of the fact that they are giving their full input. The nature of the conflict was also negative because the gut feelings had been developed in both the teams regarding each other. The causes of conflict were numerous and are stated in the background of the case study. Competitors got benefitted from this conflict between the teams of innovative technology and shanghai technology working together on this joint venture.

Diagnosis:
In the case study the department which is under observation is the marketing department. An efficient and effective marketing manager tends to resolve such conflicts in such positive way that it would end-up in benefitting the individual and their organizations in terms of good relationships, market development and future growth opportunities. After six months the team noted that the profits were declining and situation was not going well which gave them the signs of conflict.

Resolution:
The Key to the success in this case study for the conflict management is found the nature of the basic attitudes of the marketing manager toward the global responsibility and his feeling and perception of the situation. In this situation the Vice-President for international marketing of ITI Susan Alderson worked very effectively on the conflict by employing positive attitude towards the other party as it was essential to resolve the conflict in the high context culture of China with positive feelings and in the end she was able to settle it in a positive and constructive matter with H.C Chung who was Managing Director of STC. The Key of positive feelings and attitudes

47

Conflict Management

involves the thoughts from the marketing manager that are effective in accommodating the other party and welcoming their point of view. Alderson knew that she could only be successful in this negotiation if her attitude would be positive and with the negative approach she could seldom reach to the solution. To reach the win-win situation one must be collaborative and be full-supportive for the other party and must seek the maximum benefits of all the parties in the high-context culture. Alderson discussed the problem rather than evaluating the parties and their performances that gave a positive start to the discussion and helped to reduce the defensiveness of Chung making the negotiation more productive. In such cases the problems should be accepted mutually rather than commenting it to be the result of inter-personnel and inter-organizational differences. The perspective that both the negotiators developed was to act as two judges cooperating and giving joint opinion in a problem rather than then acting as the representative of both the parties. By sharing the assumptions and challenging the situation mutually both the judges reached win-win situation and brought about the resolution of the situation and satisfied the interest of both the parties. The Key focus was to identify individual firm`s motives and developing the alternatives that could help them to attain their goals and to create a comprehensive criteria to evaluate if the goals were fulfilled or not. By working on the preliminary, resolution and maintenance steps both the top executives proceeded toward the end of the conflict. To be successful in the high context culture as that of China factors such as high level of trust and high degree of the acceptance of the ones ideas leads the negotiators to the point in which every point of the communication becomes effective and promotes the resolution of the conflicts where as if the trust and the level of acceptance is low the negotiation process will slow down and will not be productive no matter how intelligent both the parties are at negotiations responses are often irrational and the communication channels become distorted leading to the behaviors and the attitudes that are not leading to the successful negotiations. Similarly in order to successfully managing a given conflict inter personnel relationships also play a vital role and The Key-based on the sincerity, commitment, honesty and affection for other party are the most successful in high-context cultures. Alderson working through this principle identified that STC had already achieved expertise in the production and manufacturing of the cellular phones of ITC but the problem was with the promotional ability of the STC`s workers on which they need to be trained.
48

Conflict Management

The equality in the motivational level also contributes to the resolution of the conflict and the two judges in this case study had equality in their motivational levels. If they had unequal degrees of motivation with respect to modifying the marketing orientation they wouldn`t have communicated accurately and the negotiations would have ended up in flaws. Alternative and its pros and cons: The obstacles that come in selecting the alternative to be implemented are the judgments that are premature in their nature, when people search a single alternative to be acted upon and when people thinking with such a perspective that to solve only their problem will resolve the whole conflict. The alternatives should be developed separately by both the parties to resolve the major conflict before they reach the final alternative that was to be agreed by both of them and be noted in the agreement. Alderson and Chung agreed on one alternative that ITI`s sales and promotion experts would train the STC`s sales force to be competitive in the m market and STC would pay for that particular training to ITI. The agreement to carry the action bound both the parties in a comprehensive way by considering system`s approach to identify the procedures to meet the requirements of the alternative selected. The international marketing managers should keep a log of the procedures that were conducted in successful negotiations because The Key for the successful conflict management requires proper feedback and review of the entire process evaluations. Both the top management members reviewed the entire process and evaluated the alternative selected on the bases of increase in the sales of the product and were satisfied with the performance of the alternative chosen. The inter personnel and inter-organizational conflicts usually have impacts on the future growth and performance of the organizations that the continuing oversight is the foundation of The Key and the successful conflict management process. In this oversight both the parties state a commitment that they would not let such conflicts to ruin the performance as well as the relationship between the two forms. Since the conflicts in the organizations and between the organizations are the inevitable parts of the overall business process. The responsibility of the marketing managers here is to adopt the positive perspective of The Key in which they should be able to alter their behaviors and understand their global responsibility. This would help them to creatively and effectively resolve the conflict and get maximum benefits out of it without distorting the relationships with the partner firms and putting business image and prestige at sake. In order to be a successful
49

Conflict Management

marketing manager one must develop the essence of positivity in his thoughts and thinking and work for the mutual benefit of all the parties that are involved in the conflict management process. Their positive reflection would help them to attain the positivity from the opposite side too as like attract like. One must not avoid the conflict and suppress it instead use the positive aspect of The Key and identify the benefits that this conflicts can give him. Susan Alderson had the Interactionist view of the sociological school of thoughts and she effectively resolved the conflict with H.C Chung and as a result the sales if ITI`s products increased and she generated a long term relationship with Chung and his company that has been growing since today.

50

Conflict Management

Bibliography:
www.emeraldinsight.com/1750-614X.htm Chinese management studies Vol.5 No.1,2011 pp.35-54 Emerald Group Publishing Limited Kranhold, K. (2004), Chinas price for market entry, Business Week , Vol. 26, February, pp.46-8. Darling, J. and Walker, W. (2001), Effective conict management: use of the behavioral style model, Leadership & Organization Development Journal , Vol. 22 No. 5, pp. 230-42. Kotler, P. and Keller, K. (2009), Marketing Management , 13th ed., Prentice-Hall, Upper Saddle River, NJ.

51

Conflict Management

Submitted By: Sana Javed Enrollment: 01-111091-116 BBA 6B

52

Conflict Management

Case Study

Women and Work-home conflict

Submitted To: Sir Manzoor Iqbal

53

Conflict Management

Summary:
In this case study the work-home conflict of the women employees working in a multinational computer organization was examined. The research in this case study was conducted through the questionnaire that was send directly to all the female employees. The two domains in this case study were work-home conflict and issues such as lack of time and lack of social support from family, career and guilt. The conflict was identified on the basis of the commitment of the employees to both the domains. The issues became more complex when the participating employees associated different terminologies with the work home conflict. Annually about 5% of the population suffered from major depression and the depression was twice common among the workers including males and females. This distortion in the psychological health can lead to the anxiety and depression that usually exist together and can mall function and affect the well beings at the level far ahead of that of hypertension, lung disease or arthritis and is on the top agenda of the health professionals. Women especially mothers are the vital support for their families and children and while fulfilling their responsibilities of balancing the work and home responsibilities can damage their health. Traditionally such conflict was referred as work-family conflict but due to the social obligations the word family was replaced by home. The fluctuation of balance between these domains of home and work tends to turn into a conflict when both the domains interfere each other. This conflict becomes fatal when the important tasks of the professional work life require the attention of the female employees at the same time when they have to fulfill the responsibilities towards their families which in turn can lead to non productive factors such as absenteeism and turnover that affects the ones working with the problem employee and the employer who has employed such an employee. A clear link exists between the status of the working individuals and the levels of the conflict that they incur during their work. This case study is based on the project that was conducted in a multinational computer company in South West England with 1400 employees. The stats of the company showed that it had a strong commitment towards the welfare of the employees. The research reported that high levels of work to home conflict existed between the employees. Almost 42% of the women who had children reported that their work life is interfering with their
54

Conflict Management

personal life which was significantly different from the workers with no children. The women having children at their homes also reported that their home was highly interfering with the work life. Majority of the participants stated that they experienced high level of work-home conflict that was intolerable for them and had resulted in the poor physical and psychological health and to cope up with such circumstances unwillingly they had to go on longer sick leaves. Health was a main factor of discussion in the focus group but was not given status in the results of the voting. The multi dimensional terms of the conflict enabled the employees to understand that how there conflict could be resolved. It is very difficult to have a family for whom you are responsible and don not have the ability to over look its demands and at the same time your professional career that had been a major source of your income and as well as your status and prestige. The outcome of these stressors was responsible for creating psychological and physical deterioration of the health of the employees being affected. A number of individuals also identified that the significant others were also responsible for the increased level of the conflict including the organizational culture and practices that enhanced the conflict by bounding the employees to work for longer hours beyond the ones for which they contracted. The participants also stated that the lack of the support of the significant others also raised the levels of the conflict. The lack of support at work and home and being the sole earner for the bread and butter of the family were also major contributing factors in this conflict. Some participants in this case study also stated that they were able to resolve the conflict by discussing their problems and trying out the alternatives for resolving them along with sharing their particular experiences with the other members associated with the conflict process. The time out in the self time also helped the workers to resolve the conflict at the individual levels.

Facts:
Time Stressors: The major stressors that were involved in the conflict process included the time factor which became the dominant issue in the conflict however a considerable number of other stressors also existed in this conflict. This case study has found that combining these two types of responsibilities predominantly resulted in the time constraints. However rather than just being in
55

Conflict Management

a short supply time problem were related to conflicting priorities assigned to multiple roles and tasks. Existing support for the time management may be better focused on how working women determine and change their work and home priorities.

Peer pressure: The stressors were also experienced in both the domain including the pressure that is exerted upon the individual from his/her colleagues. The growing peer pressure, lack of social support or intensifying work load were the key stressors consistent with the research of the past. The health of the individuals also got affected both physically and psychologically as the stressors increased. Inability to understand the problem of female employees: Most of the managers in the company were males; this problem causes the gender differences in understanding the conflict. Extended work hours: Other stressors included the extended work hours for which the employees are bound to work or their appraisal is often associated with their increased working hours. Teleconferences: Teleconferences were also acting as stressor because the employees were asked to stay at the office for longer hours for attending the teleconferences which was the result of the difference between the time zones. Travelling stressors: The travelling stressors were also contributing towards the conflict because majority of the employees were unwillingly bounded for the transfers to different geographical regions.

56

Conflict Management

Reasons:
Work and home conflict existed in the organization because of these two main reasons that were identified in the first phase of the research:  Women were unable to serve their families with full devotion because of the list of the stressors that existed in their work place and are mentioned above.  Secondly due to the pressure of the home chores and responsibilities they were unable to perform well in their professional lives.

Analysis:
What: This case study quantitatively identified different levels of conflict of the women working in a multinational organizations site. It showed that one out of every ten respondents was affected by this conflict. The stressors that promoted the conflict were also uncovered and explored in this study and their effect on the physical and psychological health of the employee was judged. Integrating the two paradigms offers a unique perspective on the concept of work-home conflict and provide greater understanding of inter domain conflict and outcomes among working women in the United Kingdom. The health professionals who always wanted to address such issues with the other women should find both value and the exploration means in the findings. The international transferability to access the levels of work home conflict was suggested by the consistent statistical performance of the work family conflict questionnaire. The multinational organizations can also use this questionnaire to address the needs of the local and seconded employees. When:
The problem occurred when the female employees got married and were associated with the certain set of responsibilities toward their families or when the married women entered the workforce.

57

Conflict Management

Why and How: Home was described in a number of ways including being an important role that was centered on the personal lives including ones spouse and children. Work on the other hand was described in the term of its tasks what it represented. The colleagues and the work load were important themes in these descriptions. At the points of high conflict the definition of these roles became obscure and individual was unable to identify the boundaries of the roles and the negative spillover occurred. For instance the tiredness due to the commitments one had made at home would have affected the work of that individual though the experience tends to be of vital benefit to the individual person.

Conflict:
This conflict was having negative impact because the female employees got dissatisfied and their performance was also decreasing due to the occurrence of this conflict. On the other hand men were being benefited because the lack of appropriate performance by the females provides men with the excelling growth opportunities and their chances of getting bonuses and promotions also got increased.

Diagnosis:
This conflict was initially identified because of the reports of the health professionals in which they stated a number of factors that were responsible for declining health of women professionals in the workforce.

The work related conditions and the factors resulting from those conditions were found to have affected the physical and psychological health of the workers according to strong documentation of literature. The values that were problematic in nature and were known for creating cardiovascular risks including blood pressure, cholesterol, plasma fibrinogen and catecholamine, in both male and female workers who were consistently attached to the work palace conditions. In making the health most miserable the greatest contributors were the factors related to the

58

Conflict Management

stress including repetition of the tasks, high demands and expectation of the job and a low social support from the surrounding circle of mates. Annually about 5% of the population suffered from major depression and the depression was twice common among the workers including males and females. Women especially mothers are the vital support for their families and children and while fulfilling their responsibilities of balancing the work and home responsibilities can damage their health. Traditionally such conflict was referred as work-family conflict but due to the social obligations the word family was replaced by home. The fluctuation of balance between these domains of home and work tends to turn into a conflict when both the domains interfere each other. This conflict becomes fatal when the important tasks of the professional work life require the attention of the female employees at the same time when they have to fulfill the responsibilities towards their families which in turn can lead to non productive factors such as absenteeism and turnover that affects the ones working with the problem employee and the employer who has employed such an employee. The consistency of such conflicts can lead the effected employee to burn out and the features associated with it which includes emotional exhaustion, deep personalization and reduced sense of personal accomplishment and lowered psychological well being. At the work place the people who are suffering from burnout experience the decline in the overall output at the work and decrease in the satisfaction level related to that particular job. Recent research has proposed a broader perspective on creating the balance between work and home life which covers comprehensively the positive aspects not only the negative ones as mentioned in the previous research that was conducted in the past years. The conflict got worst with too many commitments borrowing the juggling the metaphor conflict was seen resulting from having so many important balls in the air that some were neglected. Studies suggest that women responsiveness to these unexpected work demands is compromised by having more children, partners having high work commitment or a low total home income. These may be useful indicators of the possible target for the marketing of the support services. The employees with such commitments towards their families experienced particular level of

59

Conflict Management

difficulties with work related travelling and international teleconferencing across substantial differences in the time zones. In the questionnaire the single women did not have much say as compared to the married women or one having the children. So the focus groups gave them the chance to be heard about their experiences. In such cases the increase in the conflict magnitude resulted not only being alone but also being isolated. It was a result of having no adult partner being sole income earner and being responsible for fulfilling all the domestic needs and requirements. The lack of tangible support also resulted in negative spillage of which to work discussions identified the individuals who contributed to participants conflict level in the given example occasional lapses in the empathy from male and female colleagues at all the levels in the organization lead them to behave in a way that added them to the conflict.

Resolutions:
Working Part time: In my view working part time can facilitate the individuals in reducing the levels of stress and the reduction of stressors in both the domains but part time employees also experience stressors at work and at the home. Pros and cons of working part time: The decision to work part time may also contribute to the positive and negative outcomes. For instance the negative spillover was triggered by the feeling compelled to work for the financial reasons which lead to poorer home experience. With the entrance of the mother in the workforce would also tend to increase the part time workers; health professionals therefore need to acknowledge issues that part time worker would incur. It is also a fact that the part time workers undertook more of the housework and child care responsibilities as compared to the full time workers. Full time workers usually tend to avoid such responsibilities when the demand from the work suddenly gets escalated. The part time working has increasingly become a common working practice, part time staff may lose visibility in the work place for some part time staff this

60

Conflict Management

resulted in increase in the negative perceptions and their relationships with the colleagues matching day to day practices with policy is obviously a challenge proposed by these findings. Self help solution and its pros and cons: Self help solutions can reduce the conflict began with a cognitive shift which involves focusing on what the individual wanted for herself rather than what other would like her to do. However few employees were very effectively and efficiently managing their conflicts. Discussion on the conflict with others and its pros and cons: Another proactive stage often involved discussions with the peoples which included partners, family and managers. Borrowing this sequence of first self and then others may be useful in developing schemes that other women would prefer. In the previous work acknowledging and accepting the occurrence of imbalance lead participants to neutralize the risk of negative outcome and overall conflict levels. Participants reported that they had learned and assured by how common were their experiences of work and home related conflicts. The discussion helps them appreciate that other women also found it difficult and frustrated to combine the two domains. The solutions for the resolution of such conflicts lies within the perception and thinking of individuals their colleagues and the group of colleagues that collectively promotes such type of conflict called work-home conflict. Helping and making them understand their role in developing improved psychological health for themselves and for their fellow workers. Interventions may be developed that compliment predictable cycles in the work load. However since the conflict appeared to develop dynamically health professionals are channels to offer programs that women would want to access and that address their needs with commensurate dynamism. Paradoxically offering interventions that require time commitment from people who already feel that there is not enough time to meet commitment may only add to their problems. However only a minority of women may be willingly attending group programs even just one offs. Further we know little of home experience of women who did not wish to attend. The findings of this case study let us know that the work has influences both on physical and psychological health of the human beings. The positive psychological health results from
61

Conflict Management

increasing job control, job commitment, job satisfaction and more global life satisfaction. Further the broader approach to the work-home conflict includes the positive along with the negative aspects that contributes to the work home experience of these working women. One important finding in this case study was that women can reduce their conflict level along with the sharing of their experiences with other women. This sharing of experiences makes it easy in helping and managing work-home conflict as the first step of the process. It is clear that there are increasing changed in the work and social trends in the UK and the evidence shows the detrimental long term physical and psychological health barriers resulting from work-home experience. The coronary heart disease along with the pro longed depression is included in it. To address the needs of such employees the health professionals need to empower their lobby in the companies to supplement and advance their current workplace and intervention with holistic approaches to improving psychological health. The workers in the todays world are compelled to earn living for their survival. Although a part of this working class admits that part time working is the solution of the conflict between work and home and pert time employees in this study found that reduced hours contributed to increased conflict level.

62

Conflict Management

Bibliography:
http://www.emeraldinsight.com/researchregisters http://www.emeraldinsight.com/0965-4283.htm Health Education volume 102.number 5.2002.pp.249-259

63

Conflict Management

Submitted By:

M.Adnan Nawaz

Enrollment: 01-111091-069 BBA 6B

64

Conflict Management

Case Study

Is the glass ceiling cracked in the I.T

Submitted To: Sir Manzoor Iqbal

65

Conflict Management

Summary:
The purpose of this case study is to investigate thoroughly the literature review that was obtained through the research and studies conducted in the past regarding the women who are working in the IT sector and their careers aspirations and development. In this case study the data was collected through the online surveys from the female employees working in the information technology sector and having different sets of specialized skills. The word Glass Ceiling used in this case study refers to the invisible barriers that women face in the organization at various times including the hindrances and the barriers towards their upward movement in the hierarchy of the high-tech companies. the concept of this conflict was for a limited time period and it only affected the women in the senior positions of the high tech firms. The institute of management conducted a survey which concluded that the progress of the younger women was much faster than their male counterparts. The study also found that an average difference of eight years of age existed among the male and female managers (Simson and Altman, 2000, p.190). Women tends to develop a self imposed psychological barrier upon themselves and their career advancement in the high-tech sector in which males are dominant (Liu and Wilson, 2001, p.142). The work family conflicts also play an important role in enhancing this psychological barrier among the married women who have to cope up with the responsibilities that are in greater magnitude and have to be fulfilled in the home as well as in the office (Evetts, 1997, p. 231; Ismail, 2003, p. 265). With the passage of times more and more women are entering into the professional fields and their recruitment in the higher education. Majority of women consider their MBA degree as a passport to the higher managerial positions due to this factor the enrollment of the females in top business schools is increasing day by day. However it has been noticed that despite of having the MBA degree from a reputed institute women still face attitudinal barrier and are unable to secure high positions in the organizational hierarchy. The MBA degree eliminates the discrimination within the organizations but do not fully eradicate it. This situation evolves the problem that the current case study would try to resolve as a part of conflict management process. Most of the
66

Conflict Management

women despite of having the practical skills and knowledge of the high-tech sector leave their jobs or end up changing their careers in order to advance. The promotional programs and the incentives given to the female workers that are to encourage them as well as motivate the female workers for working in the technical sector vary greatly from the perception of the overall society in which the women are operating. The presence of the responsibilities of the women toward the family in the hectic environment of the IT sector in which they are working tends to eliminate the motivation process. Different career models are being adopted by the IT women in order to pursue their professional careers in the high-tech sectors. The career models are four in number and are based on the experience of men and women. These career models are study state, linear spiral and transitory. There had been a consistent consensus over the dilemma of the women who are not able to break through the glass ceiling because of the family and married life. In order to succeed the women need to be helped by the society and several factors have agreed upon some common solutions. Firstly age plays an important role in the career of the women, employee usually prefer younger people due to flexibility in their nature. Secondly the masculine perception also plays an important role in the IT sector. The main purpose of this case study is to analyze and control the fact of balancing the work and family, life and conflict at the time when the chances of carrier advancement and selection are there with the glass ceiling in the IT sector. It was also proposed in a study that the glass ceiling effect is not present today and neither is it confined to the top management. The promotions are entirely based on the performance of the women as well as male employees in the organization that how well and effectively they accomplish their tasks in order to achieve the career advancement.

67

Conflict Management

Facts:
Responsibilities of females toward their families: Key factors that create the hindrances in the career advancement of the women working in the science and engineering sector as managers and employees includes their responsibilities and obligations towards their families due to which in high-tech sector the stress that was involved in the work led to work family conflict. Societal Factors: In order to observe the factors of discrimination one needs to observe the various societal perceptions, values, norms, prejudices and attitudes of the people and society as a whole towards the women working in the high-tech sector including the engineering, IT, computer science and telecommunication networks. The research has indicated that the women throughout the world usually face the barriers that are common in their nature especially talking about the professionals working in technical fields and high-tech environments. Under re-presentation of females: The under representation of women contributed greatly to the problems of the female employees and created obstacles in the way of their progress because there is an absence of female role models in the high-tech sector. Married life: The major factors that act as an obstacle in the forward movement of the Turkish women in the high-tech sector was the family and married life. the young and the thrilling women are welcomed by the Turkish organizations because they tend to be more motivated, hard working and are ready to work for long hours and travel to various places as well as ready to be displaced. The women from the IT sector of the Turkish Economy who failed to create a work life balance ended up in marriage-career conflict which led them to divorce delaying of the marriage or ignoring the marriage and quitting the job.

68

Conflict Management

Frustration of women: Another factor is the frustrations of the women who have not been promoted to the senior ranks in several years of service also lose hope for the advancement and their reaction to this situation was the with-drawl from the job. Assumptions: 1).Women working in the IT sector who is intrinsically motivated at maintaining a work-family balance experience higher stress than those who are not. 2). Women working in the IT sector for more than seven years without any promotion lose any aspiration of getting promoted. 3. Women working in the IT sector do not feel any presence of a glass ceiling hindering them from getting promoted. Findings: In this case study the author has found that women were the victim of the bias that was existing in the I.T industry and their chances of promotion were also very low as compared to their male counter parts. Reasons:  The author in this case study figured out that there are stereotypes of men who influence the decision making process in the industry.  Work-home conflict of the women restrained them from performing up to the mark.  Prejudices existed in the industry that stated women are not permanent and they lack the skills that men have in the I.T industry.

69

Conflict Management

Analysis:
What: This case study revolves around the problem of the women working in the high-tech sector and the question to be answered through this case study is why majority of the women failed to get promoted to the higher levels of the hierarchy in the organizations and why most of the women leave the high-tech sector after their marriages. It also tends to identify a number of factors and the problems that women from the high-tech sector incur before and after their marriages as well as the overall attitudes and responses of the society towards women from high-tech sector. The perception of the male members of high-tech sector itself regarding their female counterpart is also considerably important in considering such factors. When: The conflict occurred when the females from the I.T sector get married or when the married women entre the workforce of the high tech sector and also when the women get older or do not remain energetic as they were in their past or at the start of their career. Why and how: Organizations usually employee the young female workers because of their increased output, commitment as well as their flexibility in the terms of extended work hours, transfers to various locations and the movement inside and outside the national boundaries added up with the high levels of skills and up to date knowledge. In the initial years women usually advance faster as compare to their male counterparts because of the higher level of their commitment to their work and the increased output where as in the later years women usually tends to leave the organizations on accounts of not being promoted or due to the conflict between the work and family responsibilities as she fails to cope up with both of them.

Conflict:
The conflict in this case is interest conflict and is having a negative impact over the performance of the female employees as it is declining as the result of this conflict.

70

Conflict Management

The party that is getting the maximum benefit from this conflict is the male workers who are in competition with the female employees and are getting more opportunities of promotions as their female counterparts are experiencing the existence of the glass ceiling.

Diagnosis:
The human nature regarding the roles and responsibilities of women towards the family are typically similar and they do not vary from one region to another. The women are being bestowed upon the responsibility of the family on their shoulders as they play a key role in bringing up their children and work on their cognitive as well as moral development along with the take care of the other family members and meeting the domestic chores. The men tends to be more independent than women after their marriages because a major share of their domestic activities are being taken up by their wives and in the case of the women the situation gets reversed this helps men in making them more advantageous in the upward mobility of the career. The married women faced greater work related stressors as compared to unmarried women. Promotion of male and female workers in the technical sector of Malaysia concluded that the self perception as well as the image from their male counterpart play a vital role in limiting the career potential and to get indulge into job such as mechanical, civil, automotive and engineering jobs in case of managerial and technical both positions. In the Greece it was also reported that CEOs of many companies accepted to have notice and observed the prejudices that limited the growth of the women in the IT and engineering sector. The four models of the career that women follows includes the study state modeling which the women remain stick to a single occupation throughout their life contrasted with the transitory model that represents the change in the career after small intervals ranging from four to eight years. On the other hand linear and spiral career models tends to describe the career through both the sides of the ladder i.e. from managerial and employee level for eight to ten years career intervals the women are usually able to adopt only transitory and spiral career models. Through the research it was found that the stress level of the women increases after marriage. It is usually known that stress tends to be productive in certain circumstances if someone has a complete over it where as in the case of work family conflict the stress level that the women

71

Conflict Management

encounter usually leads them towards poor mental health including psychological disorder sleep disturbances and poor relationship between the individuals. it is also obvious that the stress usually have negative side effects in terms of poor productivity diminishing of positive relationships as well as an increase in the absenteeism level and turn over. The married women tend to be more stressful under majority of the circumstances as compared to the unmarried women according to the research. The dual roles of the women that are of being mother at home and a competitive professional at work often limits the productivity of the women and restrain their career advancement. Majority of the women after their marriages or after having the children usually switch towards the part time work in order to deal with the various responsibilities of motherhood, marital responsibilities and the job related responsibilities. By working part time women usually become able of taking time out of the busy schedule of the work for the other responsibilities too. Whereas the women who are career oriented usually avoid marriage linkages and concentrate totally on their professional career and its advancement at all the stages believing that by avoiding the marital bond they can uplift many of the societal burdens and responsibilities that are being imposed upon them. Males and the females usually tackle their work family conflict in different ways because of the roles and responsibilities and the societal barriers which are different in nature being imposed upon them. The women workers usually chose to work for reduced hours in order to cope up with their family responsibilities with two main reasons behind it. Firstly the house work is usually associated with the women in almost all the cultures of the world which includes the works from cooking to cleaning and everything associated with these two extremes. The women are usually left with a small amount of time after fulfilling their domestic responsibilities so a small fraction of time can only be allocated to the professional job. The second reason for the reduced working hours of the women is the gender inequality at the organizations in which they are working. The inequality can be in various forms including the salaries, bonuses, holidays, appraisals and promotions. This inequality tends to decrease the commitment of the women towards their job and they usually preferred to work for reduce hours. To work less is often a technique employed by various women in order to settle the work home conflict especially when their children are preschoolers.
72

Conflict Management

Resolutions:
Masculine perception and its pros and cons: The masculine perception which is believe to be the key to success is also a problem with the organization even though masculinity is important factor but we cannot limit the success of the individuals with masculinity only. Good relationships: The other factors that play an important role in the success of the women are the relationship building that is how well she has maintained her relationships with the male counterparts and bosses. Self efficacy: Self efficacy can also play an important role in the success of female managers so they should work to increase their self efficacy through education and the professional work experience that they have gained over years. Many talented women find it of no use to develop their self efficacy because of the environment in which they are working for instance employers put the credibility of the women employees at stake by wrongly associating certain characteristics to be lacking in the women as of being a team player or becoming a leader or having leadership skills which are essential for the promotion of the individuals. The difference in the attitudes towards their jobs by both the genders also plays an important role in putting forth the individual who will be granted promotion. Men usually are more concerned with their promotions and tend to work harder and remain motivated at their current position that gives them the hope of getting promoted. They also give more importance to their promotions and their jobs where as women tend to motivated towards the short promotion ladder as compared to that held by men.

73

Conflict Management

Promotions after regular intervals: In order to remove this conflict the organizations and especially those of the high-tech sector needs to develop certain criteria in which the female employees should be given promotions after regular intervals. The studies prove that the longer the person remains stick to one job without being promoted the more his approach becomes pessimistic. In this case it is not the marriage and parenthood demotivates the women employee but it is the lack of promotion and the existence of glass ceiling which makes them dismotivated. The reason behind the increase in the number of women entrepreneurs is also due to the fact that women are unable to climb the ladder of promotion successfully specially in the male dominated sectors of corporate world. The lack of self confidence, absence of the female role models, male biased promotions, competition among male majority the societal perception and the prejudice that the women have to play a dual role at work and at home and they cannot perform either of them with motivation and determination also contributes to the entrepreneurial activities of the women. Moreover the expectation from women to act likes men and developing the masculine characteristics and suppressing the feminine characteristics.

The removal of the glass ceiling through the education of the female employees: Today many people believe that the glass ceiling is no more exist in the corporate world and it was the story of the past as more and more women are graduating and becoming educated after that entering into the professional workforce and are able to secure jobs more and quicker than men for instance it has been recorded that the female students in the engineering universities are performing better than their male counterparts. The glass ceiling which has been discussed in this case study is usually time bounded and is affecting the older women at the later career stages whereas the younger women age less than thirty five years are more successful than the men with an age difference of eight years at the managerial positions as compared to men. The results have shown that higher the person on the organizational ladder the higher are his/her chances of failing due to the pressures of the competitive work environment.
74

Conflict Management

Female role models: The situation can be made better in the high-tech sector by employing the female role models whom the young professional girls could follow along with eliminating the masculine perception of the IT world. Employers commitment: Employees should strive to provide their female employees with the practical solution to allow for an easier balancing of work family responsibilities such as flex time, telecommuting, at the same time the employer should place the female employees in more opportunity enhancing positions within the corporation so that they can exploit and utilize their skills and talents and increase the probability of climbing up the corporate ladder. The results obtained from this case study had proven that married women who are intrinsically inspired to maintain their work family balance face higher stress and more conflicts than those who do not. In addition the glass ceiling was still evident in todays corporations but mainly affecting the older generation of female professionals also the results slightly hinted at a ten year cutoff period after which promotion aspiration is lost.

75

Conflict Management

Bibliography:
Industrial and commercial training vol.43 No.6,2011,pp.354-361 Emerald Group Publishing Limited ISSN 0019-7858 Simpson, R. and Altman, Y. (2000), The time-bounded glass ceiling and young women managers: career progress and career success evidence from the UK, Journal of European Industrial Training, Vol. 24 Nos 2/3/4, pp. 190-8. Liu, J. and Wilson, D. (2001), Developing women in a digital world, Women in Management Review, Vol. 16 No. 8, pp. 405-16. Evetts, J. (1997), Women and careers in engineering: management changes in the work organization, Women in Management Review, Vol. 12 No. 6, pp. 228-33. Ismail, M. (2003), Men and women engineers in a large industrial organization: interpretation of career progression based on subjective-career experience, Women in Management Review, Vol. 18 Nos 1/2, pp. 60-7

76

Conflict Management

Submitted By: Hassan Javaid Enrollment Number: 01-111091-037 BBA 6(B)

77

Conflict Management

Case Study

Submitted To: Sir Manzoor Iqbal

78

Conflict Management

CASE
A critical care setting is a complex environment due to the presence of advanced technological machines and the intensity of medical and nursing interventions. Patients as well as families may be overwhelmed with the stress of the environment and the high stress level may affect the he effectiveness of communication between health care professionals and families. Moreover, conflict is inevitable in any work environment due to onflict inherent differences in goals, needs, desires, responsibilities, perceptions and ideas( Van de Vliert,1998). Conflict between patients or families and doctors about medical treatment decisions is commonly experienced by nurses (Almost, 2006).Traditionally, having conflicts with other individuals indicated that the person had poor interpersonal relationships, therefore, having conflicts with others should be suppressed and avoided as much as possible(Nadler & Tushman ,1999) ). On the other hand, conflict can also be beneficial because conflicts may stimulate discussion, which will not only uncover differences in views but may also provide an opportunity to bring about change (Way et al., 2002). New solutions can be found through the problem solving process. Hence, better nursing care might be obtained (Almost, 2006). Conflict is a multidimentional construct, with both constructive and destructive effects depending on the type of conflict, the task at hand, and how the conflict was managed (Jehn, 1997). Therefore, conflict strategies are developed to eliminate the destructive effects and promote the constructive effects (Way et al., 2002).Nowadays, nurses not only encounter patients but their families also. Studies have shown that there is a disconnection between patients' priority ion needs identified by nurses and the priority needs identified by patients and families (Jacono et al., 1990; Kosco & Warren, 2000). Conflict often rises during the interaction with families due to differences regarding the plan of care,visiting hours access to equipment and supplies, placement of patients and so on (Gerardi, 2004). Nurses sometimes become increasingly frustrated when encountering difficulty while working with families (Tracy & Ceronsky, 2001). Consequently, a negative relationship between nurses and relatives may affect the patient care directly or s indirectly as the patient is part of a larger family system; things affecting the family may eventually affect the patient (Wilson, 1999).

79

Conflict Management

CLINICAL-SITUATION

Mrs. Hill, aged 68, was hospitalised after a stroke. She sustained a right hemiplegia and suffered from slurred speech. Prior to her stroke she could walk unaided and take care of herself independently. The speech therapist assessed Mrs. Hill and suggested that oral feeding was temporarily stopped because of her dysphagia, to reduce the risk of aspiration. During visiting hours, Mr. Hill came to see his wife and, because she was mumbling for food, he decided to feed her some noodles A nurse passed by the bedside and immediately stopped him feeding Mrs. Hill. Mr. Hill was informed that it was the doctor's decision to keep Mrs. Hill 'nothing by mouth', therefore, no food was allowed at the moment. However, before the nurse could provide further explanation, she was distracted by other tasks in the ward, which required her immediate attention. An hour later, the nurse returned to find Mr. Hill again attempting to feed his wife. The nurse tried to stop him once more. However, Mr. Hill refused to follow her advice, claiming that the clinical staff were trying to starve his wife. Mr. Hill was very emotional and became agitated during the discussion and threatened to punch the nurse. The nurse decided to walk away from the incident at that moment. She subsequently documented the event in the integrated process notes.

SOURCES OF CONFLICT
Conflict can be classified into several different types. The three most common types of conflict are organisational, interpersonal and intrapersonal (Tomey, 1996). The conflict that arose between the nurse and Mr. Hill may be classified as an interpersonal conflict, which usually occurs between two or more persons when they hold different views and values. In order to resolve a conflict, the causes of a disagreement need to be well understood (Tomey, 1996). In Mr. Hill's case, the differences in perception between him and the nurse and their lack of communication were the two main issues, which were likely to be the main causes of the conflict. As observed clinically, conflict surrounding decision-making in clinical settings is common due to different perceptions between health care professionals and clients. It was noted
80

Conflict Management

that Mrs. Hill's family had a different perception of her condition than that of the healthcare professionals. Mrs. Hill's family might be too optimistic , continuing to view Mrs. Hill as someone who was full of energy, even though she was bed-bound and had a serious physical disability. At this critical period of time, without effective communication, it was likely that the family and the staff would continue to see things differently. As a result, the family might lose its confidence in the healthcare professionals and might become agitated more easily. In Mr. Hill's case, he held an inappropriate expectation about his wife's physical condition due to the fact that he was provided with insufficient knowledge about the disease process and its management. Thus, he was unaware of the true extent of his wife's illness and, not surprisingly, viewed Mrs. Hill's condition differently to that of the healthcare staff. As a direct result of his poor knowledge of his wife's condition, Mr. Hill did not realise that his acts of attempting to feed her--which he clearly felt was for her benefit--might cause harm to his wife. Conflicts arise when individuals perceive a problem or issue differently and receive different information (Tomey, 1996). An important element in effective communication is the skill to present and clarify information to others. Family members need to be well-informed and should be provided comprehensive information,according to their ability to process it, regarding the patient's condition, so that unrealistic requests are minimised (Way et al., 2002). However, many nurses believe that they should not be the one providing information to families even if they are the healthcare professionals who have the closest contact with them (Appleyard et al., 2000). Zaforteza et al. (2005) conducted research into the way nurses provided information to families in an intensive care unit. Their observations of fourteen nurses and families revealed that nurses tended to ignore or did not pay attention to families during the visiting hours. In addition, most nurses preferred to spend time performing routine duties rather than communicating with family members. Delgado (2000) pointed out that even though nurses sometimes do inform the family about the patient's condition, in general they do not communicate detailed information to the family. Nurses tend to have a brief exchange about insignificant issues (Zaforteza et al., 2005).

81

Conflict Management

Analysis To Resolve The Conflict

Conflict management is a skill that can be used to resolve conflicts. Successful conflict resolution can remove frustration and promote trust (Van de Vliert, 1998). Hence, the quality of nursing care, as well as patient satisfaction, may be enhanced. Five common approaches or strategies to conflict resolution have been identified within the literature: accommodation, avoidance, collaboration, competition and compromise (Thomas 1976; Rahim & Magner, 1995). It is critical to select the appropriate approach for each conflict situation, as different strategies may lead to different outcomes. For example, using competition as a conflict resolution strategy is a win-lose approach (Vivar, 2006). It designates a situation in which one person or group attempts to acquire complete dominance. This strategy is appropriate when quick decisions are vital and there is no time for discussion, such as an emergency (Vivar, 2006). In Mr. Hill's case, the avoidance approach was the only tactic used by the nurse. Avoidance is often employed to deny the person, issue or the situation; and people using this approach will ignore the existence of a problem (Vivar, 2006). Cavanagh (1991) found that nurses tend to overuse the technique of avoidance. However, avoiding a situation until more information is available and an analysis of the problem has been made could be an appropriate approach to temporarily handle conflict. Long-lasting avoidance may be dysfunctional, as it prevents recognition of an existing problem (Vivar, 2006). The unsolved problem may have a he diminishing effect on the effectiveness of nursing care. The avoidance approach is characterised by ignorance and withdrawal (Tomey, 1996). In most cases it creates a 'lose-lose' situation as no problem solving activities are involved. In Mr. Hill's case, although the tension may have been reduced because the nurse removed herself from the conflict, her actions could have resulted in harm to Mrs. Hill because she had failed to stop Mr. Hill's attempts to feed his wife. The ethical principle of nonmaleficence--to do no harm to the patient --should always be considered foremost when nurses determine the best conflict management approach. Effective conflict management can help nurses to focus on problem solving rather than causing harm to others (Gerardi & Morrison, 2005). Therefore, the collaborative approach is considered to be the most effective method of conflict resolution as it produces a 'win-win' situation in most cases. Using this approach, both parties involved in the conflict should co-operate assertively with each other in order to identify
82

Conflict Management

the problems and to determine a mutually satisfying solution (Tomey, 1996). However, this approach can be time consuming and requires a high level of cooperation from both parties.In Mr. Hill's situation he was angry and held a misconception about the healthcare staff. He did not understand that the 'nothing by mouth' order was made to prevent his wife choking and to prevent further complications developing; rather than intentionally starving her. Providing further information to Mr. Hill at the time that he was upset might not have been helpful, as the information given might have been distorted or only partially received by him due to his emotional state. Furthermore, at this time, because Mr. Hill was angry, it would have been difficult to develop a cooperative relationship with him. Therefore, the avoidance approach was initially useful to defuse the situation and reduce the tension. However, without providing valid information to Mrs. Hill's family, the benefit of not feeding Mrs. Hill would not be understood and the intervention would not be supported. Therefore, at this point, the nurse could also have contacted other family members to explain the situation. Other family members could have been encouraged to come and sit with Mr. Hill in a quiet environment, such as an interview room within the unit. This would help by removing Mr. Hill from the immediate vicinity of his wife and preventing possible harm to her. Additionally, it might have helped to calm him after the conflict. Once he had calmed down it would then have been a better time to attempt a more collaborative conflict management strategy to explore solutions and alternatives.

CONFLICT RESOLUTION IN PRACTICE

In Mr. Hill's case, lack of communication and differences in perception were the main sources of conflict. There are several strategies that can be used in such situations to address these issues and to prevent further conflict.

Arranging a meeting with family and the multi-disciplinary team

Through multi-disciplinary meetings, both the patient and/or family are likely to have a clearer idea about treatment goals and treatment options, as well as the patient's diagnosis and prognosis. By improving communication through discussion, most conflicts can be resolved and unrealistic requests by families can be minimalised. In addition, the family's level of understanding about the disease and prognosis can be validated and clarified immediately. In this way misconceptions
83

Conflict Management

can be dispelled and corrected. The family can also be invited to participate actively in discussing the choice of treatment and rehabilitation strategies. For example, the insertion of a nasopharyngeal tube for feeding might have been suggested to Mrs. Hill's family as an alternative way forward. All the difficulties and concerns that families have can be discussed with healthcare professionals in order to achieve mutual agreement about nursing care and medical treatment.

Improving communication between nurses and families

Nursing staff should be encouraged to communicate with the family during visiting hours. The family needs to be informed about tests, procedures and it is important to use simple, nonpatronising language so that their anxiety and the perceived distance between nurses and families can be reduced (Kelly, 2005). As the nurse is the healthcare professional who usually has the closest contact with the relatives, she can provide up-to-date information about the patient's progress and treatment. When concise and clear information is provided to families, it can greatly reduce their stress (Tomey, 1996). If nurses are distracted by other clinical tasks during visiting hours, they could ask the relatives to wait for a short while and then return to them as soon as possible. As communication is not only a process of exchanging information but also feelings, nurses can also encourage family members to express their feelings in order to better manage their anxiety.

As discussed previously, some nurses may feel that they are not adequately trained to give information to families. Therefore, provision of educational programmes on techniques of emotional self-control and communication skills should be provided by hospitals for nurses. De Lucio et al. (2000) found that nursing communication skills and self-control ability improved significantly through the training in social communication skills and emotional self-control techniques. Moreover, nurses who received training had a significant improvement in their skills of listening, emphasising, interrupting and coping with emotions (De Lucio et al., 2000).

84

Conflict Management

Encourage family participation in daily activities

Nurse-family relationships can be improved by employing a collaborative approach to meet the patient's needs (Potter & Perry, 2005). To invite family members to participate in the daily care of the patient may be helpful in building up the rapport and relationship between families and nurses. From clinical experience, educating and facilitating family members in the performance of passive range-of-motion exercises, turning the patient, helping them to provide assistance to the patient when using the bedpan and assisting the patient to dress are all possible caring activities that families can be involved in order to promote the nurse-family relationships. By involving families in the daily care activities, their sense of helplessness may be reduced and their perception of the patient's condition is more likely to be realistic. Had this been the case with Mr. Hill, he may have had a better understanding of his wife's physical condition, especially when comparing her current status to her previous norms. This would help him to understand better and come to terms with her stroke-induced disabilities.

CONCLUSION
Conflict happens daily in our nursing professional life. It can be constructive or destructive depending on the type of conflict and how the conflict is managed (Jehn, 1997). Nursing care provided to both patient and families can be improved through the conflict resolution process. In order to manage a conflict, the sources of conflict must be well understood, and then appropriate conflict management strategies can be used to address and resolve the problem. However, regardless of what nurses do, it is not always possible to totally avoid conflict. But if conflicts between families and nurses are resolved effectively, frustration and stress arising from the conflict can be reduced.

85

Conflict Management

References
Thomas KW. (1976) Conflict and conflict management. In: MD Dunnette (editor) Handbook of Industrial and Organizational Psychology. Chicago, Rand McNally, pp. 889-935.

Tomey AM. (1996). Guide to nursing management and leadership (5th edition). St. Louis, Mosby. Cavanagh SJ. (1991) The conflict management style of staff nurses and nurse managers. Journal of Advanced Nursing 16 (10), 1254-1260.

De Lucio LG, Lopez FJ, Lopez MT, Hesse BM, Vaz MD. (2000) Training program in techniques of selfcontrol and communication skills to improve nurses' relationships with relatives of seriously ill patients: a randomized controlled study. Journal of Advanced Nursing 32 (2), 425-431.

86

Conflict Management

Submitted By: Muhammad Bilal Enrollment: 01-111091-070 BBA 6-B

87

Conflict Management

Case Study

Dr. Agadir

Submitted To: Sir Manzoor Iqbal

88

Conflict Management

DETAILED DIAGNOSIS
Cocoa Research Institute of Savanna (CRIS), is an institute which is dedicated to research of plants and is divided into numerous departments. Sometimes there are issues between the departments due to allocation of plots for experiments, budgetary allocations and participation in international conferences. Plant Pathology department and Bio-chemistry department are having issues between each other, the two seniors scientists heading the departments due to attitudes problem, refusal to share achievement and research matters. Small conflicts were temporary, and had never affected the work culture of the institute. Collaboration between various research divisions was part of the culture of the institute, as it was always necessary, particularly so between plant pathology and biochemistry. However, this conflict was different. It was a conflict between two senior scientists who had worked together on the same problem over a decade, and had jointly published their work in respected journals. For some strange reason, friends had become foes. In the process, they had vitiated to some extent the research environment of the institute. The third cocoa project: the institute was preparing a five-year plan of activities to be included in the third phase research; the program on virus purification and detection appeared in the work plans of both the plant pathology and the biochemistry divisions. The head of pathology department had very strongly questioned the proposal of the biochemistry department to work on cocoa swollen shoot virus problem, the pathology department wanted to take all the credit of the research work done on the specific topic. Responding to the situation, the head of the biochemistry department reacted rather angrily. In the bitter debate which then took place, both heads had lauded the role of their own department while criticism the other department. This was the initiating of the conflict.

89

Conflict Management

The other members of the research committee knew well that the work had been, in fact, a collaborative research activity between Dr Agadir, a biochemist, and Dr Ouadda, a plant pathologist, under the backing of their respective departments. Pathology department supposed that they would work on the disputed topic (cocoa swollen shoot virus problem) 'as and when they had time. The research committee asked the head of the plant pathology department for an explanation, but there was no reply. Later in a meetings, the research committee approved research on cocoa swollen shoot virus as a major activity of the biochemistry department. Both the two departments started to exchange harsh letters. Dr Agadir and Dr Ouadda, both belonging to two different departments worked very hard on the research on cocoa swollen shoot virus; and when ever one of them was not available the second took over the whole research. The conflict was raised due to credit of research, and was raised to such a level that both of the senior scientists didnt even look or greeted each other. Both the two departments continued to exchange acrimonious letters, and collaborative research suffered. Dr Agadir suspected that Dr Agadir had been provoked into this by other colleagues, who were jealous of Dr Agadir, since Dr Agadir was often praised by the director as a good, hard working researcher, at times. Both of the involved department was trying to be fully self-sufficient, such that all collaborative research had been virtually abandoned.Worse, other departments were also moving in that direction and shunning collaborative research. Earlier, all such conflicts were resolved in the research committee; now they were being directly referred to the executive director, bypassing the research committee. Dr Swanson knew that something had definitely to be done to stem the vitiating atmosphere in the institute.
90

Conflict Management

POSSIBLE OPTIONS FOR RESOLVING THE CONFLICTS Option # 1

As it was observed that all the controllable and uncontrollable issues in the organizations are due to the allocation of resources, the institute comprisedof a committee to which the departments would present there quarries and the committee would allot more resources which made the department feel good and if not then issues and jealousy was the outcome.One possible solving option would be that the institute converts from flexible (variable) allotment procedures to fix polices and plans. A fix amount of funds, area and other resources should be provided to the departments on the bases of the division (as there are 6 departments then 100/6 = 16.6% of the recourses must be provided to each department), with the willingness of the heads of the department so that there are no such problems. The merits and demerits of adopting this procedure would be:

Option # 2
As it is stated that most of the departments collaborated with each other and so was the case in the major conflict of the case-study (Plant Pathology department and Bio-chemistry department). The relationships between the departments need to be improved and revived. Steps could be taken by the upper-most management to come up with such plan of action that would increase the interaction, communication, and collaboration in and amongst the departments.

Option # 3
Third and the simplest option would be that no changes should be brought on macro level in the organization or in the working patterns or allocation of resources. If there is any misunderstanding between two individuals (Dr Agadir and Dr Ouadda) than the committee must

91

Conflict Management

bring them face to face and clear things so that the misunderstanding can be removed and both of them would reunite to work together once again.

ANALYSIS Five Styles of Conflict Management

1.As the first option presented to solve the conflict is regarding the equal division of the recourses without giving any importance to relation-ship that is why it is placed in theCompetitor. 2.The second option talks about increasing the cooperation among the individuals and departments giving significant importance to relationships as well as the issues that is why it lies in Collaboration. 3.Third option states that all the workers should negotiation with each other

and try to resolve the matters that are why it is located in Compromise.

Methodologies for Managing Conflicts

Negotiation and Third party assistance would be finest methods as in this case, Third party decision-making can also be applied but as presented by the options it would create more complexities and simple methods are easier to implement.

Tools for Resolving Conflict

Looking in the perspective of Tools for Resolving Conflict I would say that use of Power and enforcement of rights cannot be implemented in this case as it would create a win/loss situation and this would create more conflict rather than resolving it.

Third tool which is Satisfaction of Interests would be best to follow in this case as Each party seeks to achieve their individual interest while assisting the other party in achieving their interests. Interests are mutual of both parties involved. Both the parties will get benefits from the project. Interests of both the parties need to be satisfied.

92

Conflict Management

SUGGESTION RECOMMENDED TO DR SWANSON FOR RESOLUTION OF CONFLICT

Dr Swanson should emphasize on the fact that one of the major cause of the conflict between Dr Agadir and Dr Ouadda was the need of recognition, acknowledgement, credit of work, praise and honor as both of the scientists working on the projects needed these things for him. Giving them to one (Dr Agadir) raised professional jealousy and aroused the feeling of hatred. Such events should be avoided and recognition should be given equally to all the members working on a similar project.

93

Conflict Management

Submitted By: Bilal Hussain Enrollment No.: 01-111091-021 BBA 6B

94

Conflict Management

Case Study

Informal Conflict Resolution

Submitted To: Sir Manzoor Awan

95

Conflict Management

The Conflict: In a large publishing company in New York, a young woman, Laura, was hired as a copy editor for one of the many journals produced by the company. Seven other employees worked on this team editing this Journal, including a senior editor named Tim. Laura had worked there for about a month when she and her fellow co-workers went for happy-hour after work. Everybody had a great time and had consumed a fair amount of alcohol. When everybody was leaving the bar to head home, Tim, who had been secretly attracted to Laura since she started work at the journal, hailed a cab and offered to share the ride with Laura. Laura accepted the offer. Once she was inside the cab, Tim then suddenly made an aggressive sexual advance toward her. Horrified, Laura pushed him away and told him to get out of the cab. Mortified, Tim slinked out of the cab. The next day, Laura came to work with some apprehension. How would she deal with Tim? Would the cab incident affect her job? Although Tim did not supervise her, would he try to get her fired? Tim immediately went to her office and apologized for his extremely inappropriate behavior in the cab. Relieved at his apology, Laura decided not to pursue the matter through any formal channels in the office. She figured that since Tim apologized, there was no need to dwell on the incident. After all, Laura was a new employee, still in the process of learning the office politics and proving herself as being a competent editor. She did not want to rock the boat or bring negative attention to herself. Everything would have been okay if Tim had stopped at just one sincerely expressed apology. However, whenever he found himself alone with Laura, Tim apologized again. And again. He said he was sorry about the incident at every opportunity he had for three months. This constant apology was awkward and annoying to Laura. Ironically, by Tim apologizing continuously for his unwanted attention in the cab, he was foisting another form of unwanted attention upon Laura. When he first started apologizing, Laura told him that "it was okay". After three months of many apologies, she reached a point where she asked him to stop apologizing, to no avail.

96

Conflict Management

Frustrated, she confided in a few co-workers about her unusual dilemma. Consequently, these co-workers lost respect for Tim. Although the cab incident was not common knowledge in the office, Tim sensed that others knew about it by the way they interacted with him. The incident became the office "elephant" that the employees "in the know" saw, but didn't explicitly acknowledge. Meanwhile, Laura was tired of hearing Tim apologize and her feelings of discomfort increased. So when another editor position opened up in another journal division of the company, she applied for the job and was transferred to the other journal. In her new position, she didn't have Tim bothering her anymore. But she was unhappy with her new job. The journal material was very boring. She didn't work as well with her co-workers as she did in the previous journal (excepting Tim). She realized that she really enjoyed her old job. She began to regret her decision to avoid the conflict with Tim by moving to the new job. In an effort to seek advice as to how to solve her problem, Laura decided to consult with the company ombudsman. Analysis of Conflict: The initial cause of the conflict, the sexual advance in the cab, occurred in a private enclosed setting. Sexual overtures are inherently private, but the consequences were played out in the public context of the office. As seen in the conflict between Laura and Tim, in the privacy of their instances of being alone together, "nonrational discourse dominates" and "members find ways to express their disagreements with each other" ; consequently, "these means have substantial - though hidden - impacts on the course of public conflict. Tim's apologies became a non-rational expression conveyed privately to Laura. In kind, Laura responded through informal, private means. And the private interactions had a detrimental impact upon the office environment. In Mary Rowe's article, " People Who Feel Harassed Need a Complaint System With Both Formal and Informal Options", she raises the possibility that people who are more affected by harassment are those with the least amount of power in the workplace (p. 171). Consequently, these people need employers "to provide many different access people and different options open to the choice of complainants, including the option of learning on a confidential basis how to

97

Conflict Management

deal directly with harassers". The issue of power in the case of Laura and Tim is a large underlying factor, which has influenced the turn of events. Connell states that "power may be a balance of advantage or an inequality of resources in a workplace, a household, or a larger institution" (1987, p. 107). While Laura certainly felt indignant at Tim's behavior, her main concern the next day was preserving her reputation and keeping her job. Laura was worried about maintaining a neutralized sexuality in the office environment, fearing a reputation of being sexually "easy". Such a label would effectively overshadow any power that she could assert through knowledge or skill. She resisted reporting Tim's inappropriate behavior because she didn't want to be perceived as complicitous. Compromising Behavior of Laura: In analyzing this scenario, Laura and Tim are subtly negotiating for power. Following the cab incident, Laura and Tim were implicitly negotiating for maintaining their own credibility in the workplace. Laura and Tim's interactions imply a testing of what each of them value. Both value their reputation in the office. Otherwise, Tim wouldn't feel compelled to apologize in an effort to "check" on Laura's feelings about him to gauge her inclination to blab about him in the office. If Laura wasn't concerned about her reputation and standing within the office, she may have told the director about the cab incident. Both are testing the waters of their professional standing. Both wanted others to view them with respect. Collaborating behavior of Tim: Tim is showing collaboration as he is sorry for what he did and wants the things to run smoothly. The predominant value claimer is Tim. Not only did he try to "claim" Laura in the cab, but through his repeated apologies, claimed the value of a non-anxious work environment and Laura's peace of mind. His apologies were a form of the power of persistence, which caused Laura to question his motives. Laura was trying to maintain the value of their reputations at work by withholding the information about the cab incident. She was willing to let the unfortunate incident go without retaliation until Tim's persistence became annoying. Then she confided in a couple of her friends at work. Tim sensed his loss of credibility through these employees'

98

Conflict Management

reactions to him. She claimed the power of knowledge, but at a cost of placing her co-workers in an awkward position. Causes of Conflict: y y Misunderstandings Personality clashes

The ethical issues surrounding Tim and Laura's negotiation tactics are not clear cut. On the surface, we may view Tim as well-meaning in his apologies yet socially inept in his ability to gauge when to stop apologizing. Nevertheless, we can look upon Tim's apologies as intrusive, which causes his apologies to lose their meaning of goodwill. It could be a form of harassment wherein Laura cannot escape, for she is dependent upon her job to support herself. Removing herself from the situation would cost Laura her income. Laura did not possess the economic freedom to quit her job. On the other hand, was Laura behaving ethically by not telling Tim emphatically that he stop apologizing? Lets assume that Tim was completely unaware of the affect of his continuous apologizing. He had no intention of being intrusive. Shouldn't Laura have enlightened him of the inappropriateness of his behavior? Even if he didn't stop, at least she could feel good about herself by being assertive. Instead, she passively accepted the situation. Because the cab incident was kept hidden from public awareness and resolution, anxiety rose within Laura. In triangling, a conflict between two people increases anxiety to the point where, in an attempt to relieve it, another person or persons is drawn into the conflict. This pattern can be seen in Laura confiding in her co-workers about her dilemma with Tim. As a result of the triangle between Tim, Laura and her fellow editors, the anxiety between Tim and Laura was passed on to her coworkers. The co-workers expressed this anxiety through their discomfort around Tim and the changed attitude toward Tim. The first step toward finding a resolution of the conflict is to discover what Laura truly wants. She could choose to pursue the matter through a rights-based mechanism to seek redress for sexual harassment. Costantino and Merchant define rights-based methods as "grounded in fixed rules or principles: they impose a determination based on entitlements, merits, credibility, and
99

Conflict Management

positions". Or she could choose to pursue the matter through an interest-based mechanism to address her wish that Tim stop his apologizing and leave her alone. In interest-based methods, parties identify their interests and concerns to arrive at a mutually acceptable agreement It is unlikely that the rights-based approach of a lawsuit would serve any useful purpose. For one thing, Tim's sexual advance in the cab may not fit the legal description of sexual harassment. Displaying uncouth and crass behavior does not necessarily translate into harassment as written in law. Furthermore, Laura did not experience retaliation for refusing Tim's sexual overture; in fact, she received apologies. Tim's legal counsel would certainly depict Laura as a paranoid schizophrenic for taking offense at Tim trying to make amends. Besides courtroom drama, a rights-based decision may not solve the problem. Laura still may not feel good about herself. Tim may not either. An interest-based approach is better suited to the conflict between Tim and Laura because focusing on interests can help them better understand each other. This can be done through greater understanding through listening, facilitation of dialogue between Laura and Tim, problem-solving, and mediating the conflict. These interest-based techniques are considered better methods of dispute resolution "because they result in lower transaction costs, greater satisfaction with outcomes, less strain on the parties' relationship, and lower recurrence of disputes Laura's primary interest is to have a challenging and fulfilling job in which she is respected. She wants to be free of that tight, panicky feeling in her gut whenever she sees Tim. While the ideal is to avoid triangles and deal directly with the person causing conflict, the fact remains that the pattern of triangling will never be eliminated. However, the conflict can be resolved by encouraging Tim and Laura to talk directly with one another and learn how to better manage their emotions. This is done by providing a calm presence, which can help calm Tim and Laura enough to enable them to find solutions.

100

Conflict Management

Solution of the Conflict: y Mediation of the Third Party

Ombudsman suggested to Laura that the three of them talk together privately about the issue. I facilitated the discussion and mediate disagreements if necessary. I would first talk to Tim in order to ascertain if he was willing to talk with Laura, as well as allay any fears he may have about her impartiality. Ombudsman conveyed Laura's feelings of being victimized and harassed because of Tim's apologies, and how she wanted to resolve these feelings. Concluding that Laura didn't think he was sincere in his apology, Tim continued to apologize to let her know that he truly meant what he said. Tim told that he had no intention of harassing her or causing her emotional distress Ombudsman asked Laura to tell Tim her perspective of the conflict. Laura, in a halting voice, told Tim that his sexual move in the cab left her confused and angry. She thought that it was nice of Tim to offer sharing the cab and had no forewarning of his interest in her. Laura felt that Tim violated her trust in him. She was angry that Tim seemed to think of her more as a sexual object than a professional editor. To make things worse, Tim's apologies were a constant reminder of her denigrated position. In a way, it was more intrusive than the cab incident. At least in the cab, she felt she could get away from him. In the office, she couldn't get away and felt helpless as a result. She tried to tell him to stop, but it seemed to bear no results. To top it all off, Laura felt guilty and angry at herself for not being able to stand up for herself and not let Tim affect her. Tim declared that he had no intention of hurting her. Yes, he had his eye on Laura ever since she started working at the Journal. She was pretty and fun to work with. Yet Tim admitted that his pass at her in the cab was a stupid mistake, and he truly regretted and was embarrassed by his behavior. Tim was even more remorseful after hearing Laura's painful account of the emotional ramifications the incident had upon her. But that's where the empathy stopped. Tim justified his continuing apologies as an attempt to make clear that he was sincere. He told Laura to lighten up. He certainly didn't understand how his apologies could be construed as harassment. If Laura felt that way, then it was her problem. He was only trying to be nice, and now she makes him out to be a sociopath. Tim asked Laura why she hates him so.
101

Conflict Management

I paraphrased Tim's and Laura's perspectives and commented that both of them have suffered from the cab incident. Both felt guilt and shame. Framing the emotional issues, then I stated that this discussion can pave the way for healing by helping them lay aside old grievances, increase understanding, build trust, reduce anger and begin to forgive each other Turning to Laura, Tim said he recognized the pain he caused her and understood that his pass in the cab was wrong. His guilt about the incident caused him to repeat his apologies. All he wanted now was for Laura to hear and accept his apology. Then he would be able to put the whole thing behind him and move on. Tim hoped that Laura would be able to do the same. Laura replied by saying that she felt she had accepted his apology the morning after the incident occurred. But after hearing Tim, she realized that her response to his apology was not as clear as Tim needed to clear his conscious. Now that she understood why Tim continued to apologize, she wasn't as angry at him. Even so, it still bothered her that Tim didn't acknowledge the affect his repeated apologies had on her. Laura asked Tim if he could at least recognize her feelings. Tim thanked her for accepting his apology and reciprocated in part by honoring her viewpoint about his continued apologies, but also held to his opinion that she was overreacting. After repeating the progress made thus far, the Ombudsman asked them if they were to work in the same office again, would they feel comfortable interacting with one another. Tim quickly replied that he would have no problem with working with Laura again. Laura revealed that she had approached her former boss about the possibility of transferring back into her old job. Her boss said he would be happy to have her back. She told Tim and me that she needed some time to think about her job options before she could answer me. About a week later, Laura called the Ombudsman. After some soul-searching, she concluded that she wanted to be an editor in an environment other than academic journal publication. She realized that she was limiting her options by focusing on getting her old job back. Laura's anger at Tim masked her growing discontent over the content of what she was editing at the journal. Actually, she discovered her real interest to be in a more mainstream book publication arena, such as editing for Bantam Books or Simon and Schuster. So she was embarking on a job search.

102

Conflict Management

References: Bartunek, J.M., Kolb, D.M., Lewicki, R.J. (1992) "Bringing Conflict Out From Behind the Scenes", in Hidden Conflict in Organizations. Bartunek, J.M., Kolb, D.M., (Eds). London: SAGE Publications. Gilbert, R.M. (1992). Extraordinary Relationships. Minneapolis: Chronimed Publishing.

103

Conflict Management

Submitted By: Qandeel Talat Enrollment No.:01-111091-096 BBA 6 (B)

104

Conflict Management

Individual Case Analysis

Not the Right Kind of Example to be Set

Submitted To: Sir Manzoor Iqbal

105

Conflict Management

Individual Case Study:

Introduction: The case that I chose to write about is about my own university i.e. Bahria University during final examination. There are different instructions given to the students by their instructors about the dos and donts during attempting the examination and how a paper should be attempted. Also there are written sets of instructions on top of the question paper that is there for the students to read and not just for formality. Sometimes the students are required to return their question papers along with answer sheets which, is already mentioned on top the question paper. Students of different semesters are made to sit in the same room in order to utilize the maximum space of the university as well as minimize the chances of copying each others answers. The room that I was made to sit in on that particular day also had students of junior section. There were two invigilators in the room one of which left the room half an hour later after the commencement of examination. One of the invigilators, who was new at the job and also from visiting faculty, made sure to read the instructions to all of us so we should know what we were required to do. Everything was going smoothly till the last half an hour was left during which most of the students had already completed their papers and left. As per the instructions, no one was supposed to take the question paper outside of the examination room. A guy came back in class carrying his question paper and said that he forgot to staple his paper with the answer sheet and that he should be allowed to do so now. The invigilator being very inflexible and strict refused to give the student another chance and said that now the matter was out of his hands and that he could talk to his subject teacher about the matter and if he allowed it then it wont be a problem. The student went out and after a short while came back with another teacher of his. The teacher came roaring into the class and asked the student to go take out his answer sheet and attach the question paper and that no one could stop him from doing so. The invigilator was quite shocked by what was going on and told the teacher that it was the fault of the student to take the question paper outside and that he was ruining the decorum of the class and that the students were still giving their exam.
106

Conflict Management

The teacher started shouting at the invigilator saying that being an invigilator it was his job to make sure that nobody went out of the room with the question paper in the first place. The invigilator told him that he had already read out the instructions aloud in the class and that it was the fault of the student and that he had no right to shout on him. The teacher on the other hand became more furious and after exchanging a bunch of heated words at the invigilator started going out of the class. At this point the invigilator abused the teacher which the teacher was not supposed to hear but he was a little too loud. The teacher came back into the class and started shouting at the invigilator and a heated argument broke out about who should be getting out of the class. The teacher also asked the invigilator to meet him outside the university premises if he wanted to settle the situation in the manly way. The teacher then went to the lower staff employees and asked them to drag the invigilator out of the class which the employees refused to do so. Then he went to the management and asked them to take the invigilator out of the classroom and that the invigilator was misbehaving with him. Then the argument was taken out of the classroom and into the corridors and continued there for quite a time before they were taken to a more private place to settle their disputes.

107

Conflict Management

CASE ANALYSIS:
Conflict: The conflict was arisen on a petty issue and could have been settled in an adult manner without any difficulty. Also a person should not forget their role in the society and set intolerable examples for the students. The main conflict started with a student and an invigilator and ended with two teachers shouting at each other.
Dynamics:

The conflict gained mass in minutes and what started as a plea by a student to take his paper ended up in an exchange of bitterness between two grown up teachers. Due to those few minutes, the teachers might detest each others for the rest of their life and being at the same place at the time might be agonizing for both of them. Methodology for conflict management: After the whole scene got out of hands, the other members of the authority decided to break up the argument between the two teachers before the matter became worse. So third party intervened to settle the dispute. Also the two teachers were taken away from the classroom area so no one else could act as a viewer and get entertained on the expense of the situation. Analysis: Although the conflict should not even have started in the first place, still the initial steps that were taken were quite sensible as such instances should not be a means of entertainment for others. The start of the conflict was between an invigilator and a student about the irresponsibility on the side of the student and could have been settled there and then without it becoming so ugly. Secondly, had the teacher not been so rude and asked the invigilator nicely to forgive the student this time and let him give back the question paper then the invigilator would have listened because being new he was followed the rules quite strictly. Had another faculty member told him politely that showing a little leniency in this case would not earn him his job then he would have easily obliged.
108

Conflict Management

The fault was also on the part of the student as the above mentioned teacher is known for his attitude and ego throughout the university. He should have settled the whole matter himself and even if he decided to get the help of an outside person then he could have asked someone who is not famous for his nature of picking up fights and clashes. Moreover the right action would be to go to his subject teacher and tell him/her the whole scenario. Also on the part of management I must say that such acts should be penalized and should be dealt with an iron hand as teachers are supposed to be a role model and a means of inspiration for their students. By behaving in such a way a bad example is being set which encourages the students to not care for the position of the next person and do whatever they want. If students can be penalized then so can be the staff members. That obviously was not the case as the same teacher was seen throughout the examination days. On part of the management, they should listen to what both the parties have to say and then act fairly. Biased judgments should be avoided no matter how close one person is over the other. This will also result in faith and trust of a new hire in the permanent faculty and management and they would not feel being discriminated upon the permanent faculty.

Alternatives:
Here are some alternatives that could have been followed to solve the problem: Alternative 1: The first option always is to solve the problem among yourself and not taking the matter to someone else. The problem could have been solved through negotiation. The two teachers could have politely solved the conflict by the subject teacher asking the invigilator to take the question paper this time and to let go of the matter as the student took the question paper out of the room and not the answering sheet.

The advantages of this are that the problem would have been solved between the two parties without a fuss in which the others would need to get involved. Not being too big of a problem, this process would have been little time consuming. The only problem is that had the two teachers been polite or understanding, the conflict would not have risen in the first place.

109

Conflict Management

Alternative 2: The second method is to solve the problem through third party assistance. A neutral third party should have intervened and solved the conflict between the two teachers by listening to both of them separately, giving them suggestions on what could be done now and then asking them to let go of the hatchet. The advantage is that the teachers would be given options how the problems can be solved and they just need to accept them. Limitation could be that the ego of one teacher could lead the solutions to failure. Also one teacher might think that the mediator is not being fair and this would also lead the solutions to failure. Alternative 3: The third alternative is through arbitration in which a separate third party determines what should be done. Here the management should have looked into the matter themselves and without any biasness told the teachers what they needed to do now. Unlike 2nd alternative, here the decision is final and just so the teachers should be told what to do rather than asked. Here the advantage is that through proper hearing the management will lead to a solution that must be followed. The limitations are again the same as the second alternative. Preference: The best way to solve this would be through third alternative where the teachers would be told what the problem was and how it should be resolved. The first alternative being is the best way to solve any conflict but it seldom happens. So a realistic approach would be through arbitration.

Conclusion:
A little act of politeness could have saved the entire disturbance and could have been a positive influence on the students. Rather the teacher decided to put such an image on his as well as other students which is unacceptable.

Recommendations:
As mentioned above, the student should not have called the teacher.

110

Conflict Management

He should have asked his subject teacher to not penalize him on his mistake. The teacher should have asked the invigilator politely to take the students paper this time. The management should have dealt with the whole case strictly. *the names have not been mentioned for confidentiality purposes.

111

Conflict Management

Submitted By: Anum Haider Enrollment No.:01-111091-010 BBA 6 (B)

112

Conflict Management

Case Study

Why Shall I

Submitted to: Sir Manzoor Iqbal

113

Conflict Management

CASE:
Watching the stack of files on his desk and the raging call from his boss had left several questions in his mind. What had gone wrong? The working environment had never intensified this much, although for a couple of months something was surfacing in the office. What were the reasons that had lead to this was a question unexplored. Since he had been working here for a year now, this was the first time he was confronting such a situation. Being the associate had always kept him swamped with work but now it had gone beyond the limits. It was the time when he started pondering over the recent activities and went into the flashback. The hierarchy of organization is such that the top most position is of the CEO; the next in command is the research analyst who further has an associate. Since the NGO is working on small parameters the vertical hierarchy is not a very elongated one. There were three research analysts working with three associates, until a fourth research analyst was hired to share the burden of work. As the CEO had decided to expand the project and work in new dimensions. As soon as he was hired things were no longer the way they were, a sense of uneasiness had originated there and then. The newly hired research assistant did not have much past experience, so he was having difficulty in coping up with the job. It has been more than five months now that he is on board but the signs of his progress had been sluggish. Surprisingly, the CEO had yet not raised any concern over his performance. The other research analysts have started retaliating because the workload has increased manifolds due to the expansion. This has resulted in lack of communication and misconception due to which many areas are being neglected. Mishandling and inefficiency is on its rise as they are relying on each and no one owns their work. The associates in turn are also not being guided well, while the NGO is passing through its crucial stages. The heavy reliance of the research analysts on each other is making the situation troublesome. A meeting with another NGO went unacknowledged as result of which the organization had lost a
114

Conflict Management

prospect investor. None of the research analyst had informed the associate, the supervisory has all of a sudden fallen weak. The future of the organization is at stake since the commitment is losing its way. The CEO has called a meeting to discuss the grievances that have emerged and what could be done to mitigate the situation.

CASE ANALYSIS

From a birds eye view every organization may seem a smooth sailing, but the deeper you go inside the complexity increases manifolds. A slight change can sometimes perpetuate unprecedented circumstances within organizations. So was the case in a Non-Governmental Organization where a research analyst was recently hired.

CONFLICT
The conflict had basically arisen due to the new hiring, as the position on which he was appointed required more than what he was capable of performing. Therefore, the existing research analyst felt aggrieved and a feeling of resentment had given birth. The communication gap was the major barrier in the proper functioning of the organization.

ANALYSIS & ALTERNATIVES

The scenario clearly depicts that the agenda was being overlooked by the CEO in the first place. If he had hired someone with less experience at a higher position, he should have also given him a time frame during which the new hiring had to show progress and develop. However, CEO never bothered to intervene in how he was handling his work or on what pace was he learning. The co research analysts were uncomfortable with the new hiring but they never took the initiative to report it to the CEO. They should have updated the CEO on the new hiring and

115

Conflict Management

informed him about the problems that were coming up as a result. A problem always aggravates when there is lack of communication between the parties. The associates who were being supervised by the Research Analyst also lost their way, since none of their supervisors was directing them and guiding them. The whole system of the organization was left disrupted. This had lead to negative influence within the organization and if it remains undealt the results could be disastrous. In the situation, the methodology of third party assistance could be used to resolve the dispute. The CEO of the NGO should act as mediator to fill in the gaps that have developed. Both the aggrieved parties will be heard so that the root cause is highlighted. The grievances of both the parties will be brought to limelight. Each party will be provided with the opportunity to justify their opinions. Any agenda has multiple facets and consequence attached to it, so the course of action is entirely dependent on which path is chosen. One of the alternatives is that the CEO calls a joint meeting to ensure that everyones opinion is shared and a mutual consensus is reached. The new hire could be kept on probation during which if he doesnt reaches the required level he will be fired. On the brighter side it would help in backing the existing members and will spread a positive vibe within the organization. Moreover, the employees will also climb the ladder of motivation towards self actualitization. However, on the other hand if the newly hired assistant fails to prove his worth, the CEO will have to go through the hiring process again. The progress of work will slow down and even if someone is hired immediately he/she will again need some time to get along the environment. The other methodology to mitigate the situation could be to just talk to the new hire and discuss the matter with him instead of all the employees. He can be questioned upon his development within the work setting and an immediate submission of progress report could be asked in order to alarm him. The chances of work suffering along this path are considerably less but on the darker side the existing employees will always be skeptical about why the CEO has hired this particular person and despite his below the mark performance he is not being fired. The CEO would lose trust, respect and regard by others in this manner. Their morale and motivation will face a negative impact and the situation might worsen in this way.
116

Conflict Management

RECOMMENDATION
In my opinion whenever a conflict is being resolved it should be ensured that the selected option is worthwhile and will benefit the organization in the long run. Therefore, in this case regaining the confidence of the existing employees is essential as their morale needs to be boosted. The first alternative will prove to be splendid and safer for the organizations future existence.

REFERENCE
Eisar Haider (Associate narrating the case) The organizations name is not allowed to be disclosed.

117

Conflict Management

Submitted By: Maria Afzal Khan Enrollment No.: 01-111091-055 BBA 6B

118

Conflict Management

Case Study

Submitted to: Sir Manzoor Iqbal

119

Conflict Management

Introduction
According to me and my experience conflict is a misunderstanding caused due to difference in ideas, beliefs, goals and different ways of thinking. Everyone can't think in the same box. So this causes great degree of discomfort, frustration, and mostly anger. Basically conflict is a disagreement between two parties which lead to threat but it also depends on one's perspective. Some common conflicts in mobilink are personality clashes, these type of conflicts there are often fueled by emotions and perceptions about somebody's motives and character.e.g team leader jumps on someone for being late because he perceive the team member being lazy and in considerate. Difference in leadership was also found like employees who change from one supervisor to other can become confused:, for example one leader may be more open and inclusive whilst another may be more directive. Difference in background and gender was also found in mobilink, this could be due to difference in educational background, personal experience and gender. People style of completing a job was different. Some were just concerned with doing the work quickly and other wanted to get it done in a particular way.

The Situation
Conflict management largely focuses on outrageous conflicts occurring in public, more like a theatrical play with an audience to watch and judge the self explanatory interactions then being witnessed. While in reality, genuine conflicts occur backstage, behind the scenes, unnoticed and unobserved by the analysiss of conflict and the system management. Recently I had been myself a subject of such conflict in which by nature was of very injurious kind to my self esteem and confidence. I had recently been subjected to gender discrimination and snide remarks from the male management as well as female management during my internship at Mobilink this summer. I was a continued victim of bullying despite my assertiveness to work and remain steadfast, which eventually led to a further breakdown of communication. Killer phrases was one of the most frequent attacks made on interns in almost every organization which aim to let people down and manipulate them, same held true for me. Initially, I loved my work, my placement as an intern at such a prestigious organization, I saw it as an opportunity to learn and gain exposure
120

Conflict Management

while being a part of an excellent work environment until I met a fellow colleague who claims to be more senior and having years of experience with the telecom sector, asked me questions about my experiences relating to my aptitude and capability to sustain in a work environment. (She would call me in her cabin and close the door and decide to lecture me more in a way trying to convince me of my inability.) Some time after the discussion this senior resolved to nonverbal intimidating behavior and started to point and challenge me continually in meetings as an attempt to catch me off guard, trying to humiliate and embarrass me in front of others based on my lack of knowledge and experience of the new position. (Treated as if I was supposed to know everything about my newfound responsibilities in a matter of a few days of my internship. Then it got worse. This lady would complain right in front of me saying, "I don't want this girl working in my team. I want someone else. I refuse to work with her." It was embarrassing, but I still ignored it. Then she tried rallying the other co-workers against me by yelling at me in front of everybody, accusing me of being too slow, lazy and irresponsible worker, not even capable enough of drafting a letter properly. Then she would pass remarks behind my back like, watch out for Maria, you will be bringing her tea as this is the only thing she can do without messing up. She's been her for a long time(as if 2 weeks into the internship was too-long) and she doesn't know what she's doing." Since I was an intern and new to the environment, I still hadnt gained a full grasp of the kind of mature and shouldering responsibility one has to show once in the practical field, so even if stretched my lunch break to ten minutes, she and the other co-workers would mock at me like, she must be missing her university cafeteria, must be horrible for her that the cafeteria doesnt operate in vacations and she had to be stuck in here with us to do some real work. Still, the other co-workers would giggle with her because they were afraid to stand up to her. The humiliation she kept subjecting me to led me to obtaining a bad reputation with my co-workers and managers I worked with. As time went on, the distorted image of my level of being responsible became thoroughly questionable even with my senior supervision and there was an atmosphere of doubtfulness regarding my ability to perform efficiently and slowly the mob began labeling me the problem child' and often a few other colleagues would make references to it and use it to cut me off from any discussion.
121

Conflict Management

The self-motivated trend of mockery then spread to not one but two other colleagues who then got even by being over reactive and aggressive. I wasnt sure as to why they resolved to behave in such a volatile manner their point across. The whole time I began working on this new position I felt like I was dictated upon, bullied and not treated as a team member. My efforts to make an attempt to resolve this scenario in good and polite manner without increasing or flaming any bitterness or grudge deemed very problematic as I, new to the organization and just an intern inducted for some time, had to deal with a trio of bullies who were not only experienced and full time employees there but also had a better communication with the senior management, that liked to finish off each others sentences and run the show of all meetings and interrupt you during your part in discussion. What started of as a senior guiding a new intern(as this is how innocent it sounded when my senior colleague wanted to remind the co-workers and line managers of her generosity and patience with my annoyingly irresponsible attitude towards work) left me with an injured reputation at that place, making my work environment increasingly rough. Because my work environment was so uncomfortable and scratchy, I began making more mistakes of very basic nature as I was losing focus on my assignments and made silly mistakes, I would experience anxiety while working and my confidence level began to drop as my self esteem after every round of mockery, chipped off bits by bits. This, of course, affected inversely upon my work. It's very difficult to continue to perform in a place where you feel like no one wants or respects you, and are sneering at every move you make. It was like this lady had started an epidemic that spread through all the co-workers

Analysis
There are a variety of reasons why a person may bully another person in the workplace. To begin with, lack of eagerness to accept a change rapidly. Since in the matter of intern hiring, the interns are hired after every two months which means a continuous introduction of new people in the work environment, obviously that required adaptability on part of the existing employees. The conflict arises where the adaptability lacks, the newcomer is not welcomed with an open heart, his/her commence is rather taken as in intrusion upon their territory.

122

Conflict Management

At times it is also the jealousy factor which arises when the intern receives admiration and recognition for his/her zeal for work from his/her supervisors and managers. The bully might feel insecure with this appreciation and feel him/her self being overshadowed to some extent in the work environment. A sense of power is one of the very main motivational and driving factors behind a person bent upon bullying; a person may use their position of authority or their physical dominance over those who are perceived to be weaker or less authoritative. The bullying is often dependent upon his/her perceived authority over their victim. Similarly, self-esteem also has a dynamic role in arousing such kind of behavior; the bullies may put down others to secure their own self-esteem and confidence to help deal with personal feelings of inadequacy and insecurity. While organizational factors may also contribute to an uneven environment at work, for instance, people may harass or bully others due to dissatisfaction with organizational arrangements, the involved factors may be Job insecurity, restructuring or downsizing, Changes such as a new manager/supervisor, new rosters or new procedures, Ineffective supervision, Inappropriate

initiation practices, Inadequate support or training, underdeveloped and inadequate skills and practices in people management. The Working arrangements should also be brought into account while analyzing critical work environment situations or disruptions. Some working arrangements mean that individual employees or workgroups are separated from supervisors and others in the workplace and work individually, meaning the environment doesnt have the necessary amount of check on them. This can allow bullying to go undetected and prevent effective monitoring and leadership, the physical work layout, employees located in different offices or work locations, for instance, people in positions of authority separating individuals from co-workers. If this is identified as a risk then it should be controlled in the same way as other identified risks.

123

Conflict Management

Environmental reasons/motivational factors for Bullying

On the other hand, the reasons of bully-attitude from certain individual(s) should also be considered in terms of the factors pertaining to the individuals and other environmental factors. To explain, I shall consider a few factors such as; 1. The characteristics of a bully, which are related to personality traits like early childhood experiences, unaddressed conflicts, poor social skills, biases and prejudices and personal grudges. 2. Another strong reason why people tend to bully is to hide inadequacy and that person who resolves to bully as a means of harassment is admitting his or her inadequacy. In this situation, bullies are unaware of the effects of their behaviors on others. 3. People bully to reduce the fear of being seen for what they are, for example, weak, inadequate and often incompetent individuals, and to divert attention away from their inadequacies.

Types of Victimization
Having said this, there arises another question regarding the kind of people, or classification of people who resolve to such means of harassing coworkers one way or the other. So what kind of people are bullies in the workplace? Determining the variations among the types of office bullying witnessed and experienced revolves around various matters, such as the complications in deciding what exactly should constitute the definition of bullying and victimizing at workplace, recognizing and identifying bullying and categorizing specifically workplace bullying by setting parameters to define it. Although some victimizing behaviors could be surreptitious and unobservable in nature, hence difficult to define, others are overt and explicit in nature and could be easily identified. For example, covert or silent workplace victimization includes behaviors such as unnecessary

124

Conflict Management

monitoring .While overt and obvious bullying can originate in different forms such as verbal abuse, physical harassment and aggression.

Effects of Workplace Bullying

One of the influences of workplace bullying is the injurious effect upon the physical and mental wellbeing of the victimized targets. Harassment and bullying might also affect the self-image and self-respect of the victim and when compared to their non-victimized colleagues, they tend to look down upon themselves and consider themselves less worthy and less capable. Such negative effects perpetually can affect their work and other areas of life. Workplace intimidation has been linked with psychological disorders or illnesses such as anxiety, petulance, rage, crying, depression, and paranoia. It is worth stating that bullying not only affects the person subjected to it but also the looker-on. Those who have witnessed workplace bullying also take up negative effects on their health

Best approach towards controlling the situation

Handling issues of such sensitive and intangible nature needs very cautious dealing on part of the management as prudent it is as it may seem, the security of an employee at workplace. Counseling could come in handy while dealing with such situations as it gives and opportunity to address both the oppressor and victim individually and take an insight to the motives and intentions behind such uncivil behavior, this will allow the line management to understand the source of the conflict and make them better apt at managing the conflict and even turn such negative interferences into positively competitive and constructive environment. The management responsible for the supervision of the junior/intern/lower/temporary staff should not maintain a power distance with the subordinates to an extent that any unnecessary disruptions should go unnoticed by the supervisors, rather the supervision should conduct tutorial pattern inspired meetings to gain regular feedback often so that any area of concern or anything that might be taking place aside from the normal work routine should immediately be brought to notice and addressed. A conducive work environment always ensures an increased interpersonal communication and stronger interpersonal relationships, a good interpersonal communication between the line management and co-workers is always helpful in dealing with complicated situations arising at work place between co-workers and senior management.

125

Conflict Management

Conclusion
Training staff in dealing with difficult customers, procedures for withdrawal from potentially problematic and risky situations and access to counseling can all assist to control this risk. Workplace bullying may cause prolonged health problems for employees exposed to this hazard, including physical and psychological illnesses and injuries. It can impact on the interpersonal relations with colleagues, clients, business associates, family and friends. The reaction of individual employees varies according to the nature of the bullying. It is possible that an employee subjected to harassment and bullying could be prone to effects such as: Stress, anxiety or sleep disturbance; Panic attacks or impaired ability to make decisions; Incapacity to work, concentration problems, loss of self-confidence and self-esteem. Depression or a sense of isolation; Physical injury; Reduced quality of home and family life; The costs to the organization include reduced efficiency, unsafe work environment, increased Absenteeism, poor morale, increased workers compensation claims and civil action. In conclusion, workplace harassment has a negative impact on the subjected victim and also the organization as it is a source of severe de-motivation of employees by disrupting their creativity and reducing the level of commitment to work and the organization itself. It can result in absence of loyalty and commitment among employees, and reduced morale, which can affect their level of job satisfaction. In nutshell, workplace bullying can negatively impact the ability of an individual to perform well and properly according to his/her mental and physical capacity. It is costly to both individual and the organization.

126

Conflict Management

Recommendations:
Bullying is not acceptable workplace behavior and it should not be tolerated in any form. Practical efforts need to be made towards making workplaces safer for everyone concerned. Workplace bullying should be dealt like any other health and safety hazard. As part of normal workplace risk management practices, bullying accounts, practices or risks of bullying should be identified, gauged for risk, and steps taken to curtail the risk. Follow-on procedures should guarantee bullying does not arise or continue. Bullying can adversely affect the health and safety of employees. Workplace bullying institutes a substantial threat to the health, safety and welfare of people in the workplace and possibly have broader implications for employers, including reduced profitability, low-slung morale, and higher absenteeism and staff turnover. Employers need to be aware that workplace bullying may not always be committed by an employee. It may be perpetrated by a client, customer, person in position of authority, or other business contact and can also be carried out by an individual or a group. In spite of the potential legal implications and penalties that may be imposed, many employers are mostly ignorant of their legal responsibilities regarding workplace bullying. Employers also have the responsibility to reduce risks to their staff from bullying activities that may arise from clients or customers. It is strongly recommended that professional advice be sought in relation to workplace bullying issues. Following steps should be undertaken in case of being subjected to bullying.

Check for a Workplace Bullying policy and Complaint Procedure

It may be available in the organizations induction package for all new employees, or it may be included in the in-house newsletters or displayed on notice boards. There may also be grievance procedures in your industrial award or employment agreement. Most complaint procedures have an informal resolution process aimed at resolving issues as quickly as possible in a no blame, conciliatory manner, as well as a more formal investigation process.

127

Conflict Management

Seek Advice
If available in workplace, advice should be sought from Human Resources Officer. Complaints about bullying behavior or harassment should not be made to people who are not involved in the handling of complaints in your workplace. The alleged bully is protected by confidentiality provisions in law and may be able to take action if the complaint is not handled properly. One should not have to submit a written complaint when making an informal complaint, although may be advised to keep a record of what is happening.

Keep a Record
One should make a detailed record of what happened - place, date, time, persons (both those involved and those present. Ensure the accuracy of records.

Approach the Bully

Initially, if safe enough, one must make it clear enough to he person bullying or harassing, that his/her behavior is inappropriate and will not be registered. Silence allows the bully to continue intimidating you. Body language is also an effective way to communicate. However, you may decide to discuss how you should approach the bully with a relations officer from the HR department, before doing so. Another informal way to stop the behaviour is to ask someone else, such as the Relations Officer, to approach the bully to mediate or facilitate face-to-face discussions to come to a mutual resolution.

Use a Counselling Service

Mobilink offer counseling services to employees through an employee assistance program. Counseling may help to develop ways of dealing with a bully or the effects of bullying.

Use More Formal Procedures

One may also be required to lodge a written complaint to the line manager. If a formal investigation is launched, an impartial official who is not related to or involved in the particular situation should carry out the investigation. The investigator should document our report and keep a record of information and accounts gathered during investigation. Furthermore, we should be guided about
128

Conflict Management

Our right to representation; Who will conduct the investigation? Measures adoptable to protect confidentiality and procedural fairness; The duration for the investigation; Possible results and actions by the employer; Who will be officially informed about our complaint, and who shall file our statement or the report that may be produced; Our entitlement to a copy of our own statement.

End Results
In situations where the management concludes that the complaint of workplace bullying is justified there may be disciplinary action, according to the anti-bullying policy and with relevant regulation. The management should also make changes to the workplace environment to ensure that any breach of job-related health and safety legislation is resolved and the bullying stops. These changes may include counseling for the suspected bully to enable them to recognize and change their conduct.

129

Conflict Management

Submitted By:

Mehak Irshad

Enrollment No.: 01-111091-058

BBA 6 (B)

130

Conflict Management

Case Study

There Are Always Two Sides to a Story

Submitted to Sir Manzoor Iqbal Awan

131

Conflict Management

Case
It was the fifth day of my internship when the telephones on my supervisors desk began to ring. She started attending the calls after calls that were pouring in, and everyone in the office including me could feel the growing unrest in her voice. The General Manager walked in our room and sat in front my supervisor who happened to be the HR Coordinator of the North Region of The Bank and said, Whats happening? I just received a call from the Central Office, is it true? And if it is why wasnt I informed about it earlier; by you? We need to sort things out as early as possible because it will affect the whole regions repute. Work on it and give me the progress report. And he left without letting her reply to any of his questions. I could see the growing frustration so I decided to stay quiet and to let the thing roll around. She had her face buried in her hands and I think she was trying to think of the possibilities of whatever the problem was. That is when the SEVP (Senior Executive Vice President) asked her what it was and the silence was broken. The Receptionist in one of the branches reported a case against the Operations Manager under Work Place Harassment Act 2010, that the Operations Manager made sexual advances towards her and not only did she report it to the HR Coordinator of the region but also in the Central Office Lahore. The said lady posed to be victimized when most of the bank staff was out for Jummah Prayers. She said the Operations Manager tried taking advantage of her and demanded he be removed immediately. The Branch Manager also complained about the said employees conduct the very same day to the HR Coordinator. She was a little skeptical about the whole situation as she said she knew the person personally and his father had also served the bank for more than 10 years. Her gut didnt allow her to terminate an employee without knowing the other side of the story. She called the General Manager and told him she was making a committee to deal with the whole situation. The committee consisted of the General Manager, the Resident Auditor, a Senior Vice President from Central Office Lahore, a Legal Advisor and herself. The committee started digging up facts about the whole situation, about the lady and the man involved. Over the coming days things started to get heated up. The lady said she was not comfortable with the committee as the Auditor happened to be friends with the guys father. As the days kept passing, the pressure on the committee kept increasing, phone calls kept pouring in, the news had spread
132

Conflict Management

like a fire and everyone seemed to know about it. The Receptionist visited our office along with her mother and had a closed door meeting with the General Manager. The gist of which was that she wanted to be dealt fairly by the committee, and if not she could take her case to the media. And once again she expressed her doubts in the committee. The indirect threat didnt set well with the HR Coordinator and she got infuriated and passed some tawdry remarks. The following Friday the committee sat down and penned down the statements of both the parties involved. Witnesses were brought in to ask about the overall conduct of both. Closed Circuit Television (CCTV) footages of the said date were taken, history of emails through the official server was retrieved from the back up. And after a lot of digging it was found that the lady had been sending some nefarious emails to the Operations Manager and instead off shutting her out right there he let things get to this extent. The committee diligently analyzed the whole situation and sent the recommendations to the Head Office. The verdict came within the next 1012 days. The Operations Manager was warned and the Receptionist was transferred

133

Conflict Management

CASE ANALYSIS Conflict:

The basic issue discussed in the above case is of false accusation of workplace harassment/ sexual harassment on the Operation Manger by the receptionist of the branch and how the HR Department dealt with the whole situation. What was and what couldve been done to get better outcomes, and what should've been avoided will be discussed in the following paragraphs.

Dynamics of the Conflict:

The conflict was spreading speedily, the tension was deepening, people were losing their tempers and the pressures were rising to not only solve the conflict but to solve it as quickly as possible.

Methodologies Used for Managing the Conflict:

Third party assistance was used, a committee was designed to work and facilitate a bias free course of action taken to resolve the conflict. By incorporating a mediator or a committee a trust level can be built among the people involved that none of them would be given an undue advantage over the other. After the committee was done with the fact finding the recommendations along with the proofs were sent to the top management for decision making, hence making the whole process more transparent and more reliable. People following the case knew that the decision, whatever it may be would be free of all biases and would be taken purely on factual grounds and on how well both the parties represented and defended their stance.

Analysis:
The whole conflict was handled quiet sensibly but things couldve been dealt in a better way, starting with the confidentiality of the whole case. It shouldve been remained between the HR and the conflicting parties. The news spread rapidly which was damaging for the character of both the Operation Manager and the Bank. Though the HR department was trying their best to keep it under wraps but the news was still spreading which was somehow appalling.

134

Conflict Management

An undue pressure was put on the HR department to resolve the issue as quickly as possible, which was wrong on the part of the higher management. This couldve been a negative influence on the level-headedness of the case. Though the HR coordinator took the right step by calling for a third party intervention however the growing frustration couldve pushed her to take an unreasonable decision altogether. People lost their cool along the course of resolving the case. Some personal annotations were made which shouldve been avoided. Similarly it was noticed time and again that the HR coordinator openly said that the guy was innocent as she knew him personally. Remarks like these should be kept to ones self as they have an effect on the credibility of the whole process; people might get a wrong notion that the committee members are going into it the with a preconceived idea about who is innocent and who is not without knowing the real facts. It was very thoughtful on the part of the HR department to keep a legal advisor on the team, to look into all the legalities of the case, as it was not just another case of workplace dispute. Another thing that was conspicuous was that during the whole process, the guy remained much laidback and on the other hand the girl was more on the go, calling influential people to support her and indirectly intimidating the General Manager, to get a decision in her favor. Last but not the least the decision that came from the top management was not satisfactory. The chastisement shouldve been sterner; to avoid any further cases of this sort and to set an example for the employees that if any false accusations were made in future they wouldnt be spared and would have to face serious accountability.

135

Conflict Management

ALTERNATIVE & PREFERENCE:

The case though was handled very sensibly; there were a few setbacks still. A better solution couldve been if the Resident Auditor was removed from the investigative team to make the lady comfortable with the whole process to make it a more coherent investigation. A stricter action shouldve been taken to avoid further cases of this sort. A strict policy shouldve been prepared to counter such incidents; both of work place harassment and of false accusations because these incidents not only have a negative effect on the entire work environment but also on the repute of the institution. The policies should have been conveyed to all employees on all levels.

Merits:
This solution is better because in this way both the parties will be satisfied about the non biasness of the investigative team hence trusting the decision whatever it may have been. By circulating the policies throughout at all levels further cases can be avoided. And a sterner decision can be an example for others in the organization.

Demerits:
Cant think of any!

~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~.~
*The names of the people involved and the institution have been kept under wraps due to privacy reasons

136

Conflict Management

Submitted by: Muneeba Awan Enrollment No: 01-111091-083 BBA 6B

137

Conflict Management

Case Study

Wal-Marts Women

Submitted To: Prof Col(R) Manzoor Iqbal Awan

138

Conflict Management

Summary:

Wal-Mart is the worlds biggest retailer and owns more than 4800 stores and has 1500,000 employees worldwide. The company focuses on its three basic beliefs that are respect for individual, service to customer and strive for excellence and actively promotes it through thorough training about it to their employees. From 2000 to 2004 according to an internal audit the company was found to be involved in the violation of state labor laws on time for breaks and child labor laws .They also had illegal immigrants working in the night shifts in cleaning departments and were also paid less than prescribed. In February 2004 the company was also found guilty of failing to pay overtime wages to workers who had to work without pay between 1994-1999. The biggest problem for the company was a class action lawsuit launched in June 2001 when six female employees of Wal-Mart accused the company for paying women less than men and neglecting them over men for promotions. A statistical expert Robert Drogin and a sociologist William T. Bielby analyzed the situation and gave their findings. The formed their own problem statements and gave tested results to support that. On June 22 ,2004 the judge of the district court ruled that the six women can sue the Wal-Mart on the behalf of all female employees who worked in its US stores any time since December 1998.The women asked for compensation for all 1.6 million female employees against whom Wal-Mart has discriminated.

Facts:

To support the claims women hired a statistical expert, Robert Drogin, a professor at California State University at Hayward.

139

Conflict Management

Pay level discrimination:

Drogin found that there are mainly two classes of employees in the organization, one who are earning wages (hourly bases) and one salaried. Managers and assistants lie among salaried employees. He found that women hired on hourly based were paid $1150 less than men hired on wages and those who are salaried managers are paid $ 14538 less than men in the same positions in the company. The same pattern was repeated in all 41 Wal-Mart stores of America region. He justified his findings in the form of a table in which he has concluded that : The female representation in the hourly based and salaried managers was 70.2 and 33.5% respectively and the earnings were $17,459 (hourly) to $40,905 (salaried managers) while males were earning $18,609 (hourly) to $55,443 (salaried managers). Drogin concluded that for a single year the total earning of men is about $5000 more than what is paid to women among full time employees working at least 45 weeks on average in year 2001.

Discrimination in Promotion:
Drogin discovered that it took women 4.38 years from date of hire to be promoted to assistant manager, men were promoted after only 2.86 years and it took women 10.12 years to become store manager while men, it took men only 8.64 years. Drogin discovered that women working on hourly basis in 1996 were paid $ 0.35 less per hour than men at same level. The pay gap has increased from 1996-2001 to $1.17 per hour.

Assumptions by Drogin(women paid less and promoted less often because) with the tested results:
Assumption no. 1) Findings: Job experience of males may be more than females. He found that women stayed in the workforce longer than men at Wal-Mart and had more job experience over the men did.

140

Conflict Management

JOB
All hourly Managerial jobs Sales associate Dept. manager Cashiers

WOMEN EXPERIENCE
1.34 years more than men 1.21 years more than men 0.88 years more than men 2.2 years more than men 0.69 years more than men

Assumption no. 2) Findings:

Men might have higher performance rating than women. He found that women on average had higher performance ratings than men in the company.

JOB

WOMEN RATING

PERFORMANCE

All hourly Sales associate Dept. manager Cashiers

3.91 (0.07 more than men) 3.75 (0.07more than men) 4.38 (0.1 more than men) 3.49 (0.09 less than men)

Assumption no. 3)

Discrepancies in promotion can also be due to women not being available in the feeder pools(women may not be in succession planning).

141

Conflict Management

Findings:

He found that women for each post were far more in number than men to be promoted and were very much competent for the purpose.

JOB

WOMEN in feeder pool w.r.t PROMOTIONS

Support Manager Management Trainee Co-Manager Store Manager

2981 fewer promotions 2952 fewer promotions 346 fewer promotions 155 fewer promotions

Reasons identified by Drogin:

After analysis he concluded that the promotion and less pay problems are faced by the women can be due to the reason that : Vacancy announcements is not done clearly and properly e.g verbal announcements are made instead of written and well communicated ones. They should announce the posts on the notice boards and the websites. The managers had beliefs that salaried managers had to be willing to be relocated geographically and women are more resistant for relocation so thats why they should not be preferred can also be a reason for less number of promotions of women.

142

Conflict Management

Results by W T.Bielby:
Company has set minimum criteria for promotion but managers do not know how to select among the candidates who meet the criteria for promotion and the managers are also unaware of the way to set exact salaries for each position. He also pointed out that there are stereotypes of men and women who influence the decision making process in the organization. There was an implicit form of prejudice, managers were involved in the conflict being unaware of it.

Resolution:
In 1990s Wal-Mart started number of programs to achieve diversity, had a written anti discriminatory policy posted everywhere, goals were set for increasing female representation and evaluation on women to be done by the progress they made. A program was introduced to allow women to enter into salaried managers jobs without having to relocate them although this program was dissolved soon.

ANALYSIS:

What:
This case revolves a typical workplace conflict of discrimination on the basis of gender. The women at Wal-Mart filed a case against the companys management. The case proposed that the women at Wal-Mart were paid significantly less than their male counterparts and that their promotions were mostly dominated by the opposite gender. The women asked for back pay compensation for 1.6 million female employees against whom Wal-Mart had discriminated. There were two types of employees: hourly employees at the lower levels and salaried management employees at the higher level. It was found that 65 percent of hourly employees were women, but only 33 percent of salaried managers were women. This pattern was seen in all 41 of Wal-Marts American region. It was also found that, on average, women earned less than
143

Conflict Management

men at each in-store salaried management job. A similar gap was found in hourly jobs average hourly wages. As a conclusion the total earning paid to men is about $5,000 more than earnings paid to women, among full-time employees working at least 45 weeks, on average, in 2001.

When:
The lawsuit was launched in June 2001 when six female employees accused Wal-Mart of paying women less than men and passing them over for promotions. On June 22, 2004, U.S. District Court Judge Martin Jenkins ruled that the six women could sue on behalf of all female employees of Wal-Mart who worked at its U.S. stores anytime since December 26, 1998. In 1990, Wal-Mart had started a number of programs to achieve diversity. The company had a written anti-discrimination policy posted everywhere.

Why and How:

The situation arose due to the cultural and social norms prevalent around us. There are certain prejudice and stereotypes associated with women which might not be true in most of the situations. There have been certain gaps in the judicial system also and they have not been able to pass a resolution on equal rights for a woman which leaves the ground open for subjective opinions on the issue. Glass ceiling effect is there which identifies that well-paying jobs are held by males while less paying jobs are for women. Loyalty to ones own group(men favoring men) was there in the company. This shows that there was lack of openness, failure to respond to employees needs regarding the promotion and equal pay to men for women at work.

CONFLICT:
The type of conflict in this case was a relationship conflict. There was a dysfunctional conflict which created agony among the female employees of the company to take the matter into the court for claiming their loss. The external whistle blowing of the six women damaged the good will of the company but in the long run did created awareness about the issues for the rest working in the fields. Due to the conflict with the company dissatisfaction was buildup among the women employees and an unseen emotional performance hindrance was created for them.

144

Conflict Management

On the other hand men were being benefited before the issue being raised as they were enjoying the higher posts with deserving pays. This may have also satisfied men to be considered as superior than women.

DIAGNOSIS:
The case revolves around a common workplace conflict issue of gender discrimination. The origin of the conflict was six individual women who had filed a lawsuit against Wal-Mart. As the issue was already burning in the whole female employees of Wal-Mart, the dynamics of the conflict were extremely strong. The news spread throughout the organization like a jungle fire. The female workforce was already feeling oppressed and there was no need for a campaign of some sort. The volume of the response from multiple stores was huge and the depth of the issue could be felt in the managements responses. The resistance from the management was very high and a huge amount a force was being exerted to stop such conflicts from arising because such things could jeopardize the image of Wal-Mart in the eyes of the customers and prospective employees. The amount of tension in the environment was rising day by day between both the parties. The management wanted the conflict to subside at the earliest so that the normal operations could be restored at the earliest but female workers wanted to prolong the conflict until their issues were heard and resolved completely. The main problem that gave rise to this problem was the absence of values. Women equality and rights have never been a priority throughout the western history. The level of respect and importance given to women in our religion embedded in our values. The west has not yet been able to pass a gender equality bill. There is huge gap between the values of the society and the individual. In this case the corporate values are not aligned with the individual values of the women. Conflict is bound to arise when we surpass the basic moral values of human instinct. The main cause of conflict here are authoritative issues. The management at Wal-Mart has been wrongly exercising their authoritative powers against women. Stereotyping lies at the base of this conflict. The analyses of the experts working on the law suit have pointed out the following stereotypes as the causes of this discrimination:
145

Conflict Management

Store managers believed that salaried management positions had to travel frequently and women could not abide by this condition due to children and family issues Secondly, women were less capable of working long hours and sustaining stress than men Thirdly, women had lesser responsibilities than men and thus men deserved higher pays Lastly, that its the job of the man to earn money and women to stay at home and look after the children and the home. Men need a career path but women come to work just to pass their time. The women had used all the persuasion techniques to convince the jury of their perspective. They hired a statistician to provide factual/ statistical data based on the past experiences of other women throughout the company. They also hired a sociologist to analyze and report on WalMarts hiring practices based on the testimonies of under oath Wal-Mart managers. The sociologist also took into account the emotional and psychological perspective of women who had faced work place harassment issues by interviewing them.

Resolutions:
In my opinion, this conflict would promote growth in the workplace if resolved properly.

MOTIVATION OF WOMEN:
The motivation of the women has been very low due to such issues and thus their work gets affected. Wal-Mart needs to work with the women and try to understand their issues. This would be in the long term benefits of Wal-Mart.

146

Conflict Management

MINIMIZE THE GENDER GAP:

The best way to resolve this conflict is to minimize the gender gap which is causing this problem. The management at Wal-Mart needs to understand the perspective of the women protesters and understand their responsibilities.

UNDERSTAND THE DIVISIONS WITHIN BOTH THE PARTIES:

The conflict can be easily understood if we understand the divisions within both the parties. Its clearly a case of division between people and concepts.

UNDERSTAND THE PERSPECTIVE OF A WORKING WOMAN:

The management at Wal-Mart needs to understand the perspective of a working woman. Its not easy for a woman to come out of her comforts at home and work at par with men. There are many situations in which women are responsible to support their families.

REMOVE THE STEREOTYPES AGAINST WOMEN:

We as a society need to work together and remove all the stereotypes created against women. Yes, women can never work like men. They have their own way of working. Men are good at some things while women are better at others. If the Wal-Marts workforce has more women at the lower levels and fewer at the top levels then there is a misbalance in the ecosystem of WalMart and it will have negative consequences in the long run. God created women for a reason and whenever we try to alter the balance of nature such conflicts will arise no matter what. They need to set our perceptions straight, work on our egos, put their self-esteem aside for a moment and address the issue at socio-political and cultural level. The path needs to be set straight so that we go in the right direction and reach our desired destinations. Exertion of power is not the right way to resolve this conflict. This will only agitate the situation and create problems for the company. They need to sit together and work towards a workable solution.

147

Conflict Management

ENFORCEMENT OF RIGHTS:
The best tool for resolving the conflict is enforcement of rights but it is not necessary that there has to be a win-lose situation. The conflict can be resolved in a win-win manner.

THIRD PARTY DECISION-MAKING:

The best methodology for managing conflict in this situation would be third party decisionmaking. The voice of the six individuals is the voice of all the women.

LAW ENFORCEMENT:
The court needs to pass a law against such vile practices at the workplace and protect the rights of the women. The final resolution should address the issue successfully and should be workable for both the parties.

SOLUTION IN COMPROMISING AND COLLABORATION:

The issue can clearly not be avoided due to the media hype and magnitude of the conflict. Accommodation would leave one party in the lose position. Although Wal-Mart did try to address the issue in the competitors perspective but soon realized that this would jeopardize their image. The solution should lie somewhere in between compromising and collaboration if a workable solution is required by both the parties. Both the parties need to collaborate and come up with a solution by making certain compromises or else a resolution to this conflict would be extremely difficult to reach.

ENVIRONMENT BASED ON TRUST:

The management of Wal-Mart needs to foster an environment based on trust. They need to show their seriousness and commitment towards the issue being raised and try to understand the perspective of the other party. They need to change their frame of mind and look at the conflict from multiple perspectives. Both parties should believe that a practical and doable solution does exist that is mutually beneficial.

148

Conflict Management

OPEN COMMUNICATION:
Open communication through communication channels is very important in this situation. Both parties should sit together and try to understand the others point of view based on factual data instead of emotional and egoistic grounds.

FORMATION OF A REPRESENTATIVE GROUP:

A representative group from the effected women needs to be formed and should begin a dialogue with the management. The point of view of both the parties needs to be evaluated on equal grounds. Each should listen to the others perspective and respect the ideas. Identification of key issues and concerns is very important so that focus of the solution is pointed in the right direction. The solution should be based on the end results required by both the parties, what each wants.

SOLUTION EVALUATED IN THE LIGHT OF THE CORPORATE ENVIRONMENT:

The solution should also be evaluated in the light of the corporate environment so that the final solution is in the best interest of the organization itself and not individuals.

FOLLOW-UP MEETINGS:
Proper follow-up meetings should be arranged to ensure a smooth implementation of the proposed solution. Avoidance will make the situation even worsen so the best way here is to understand the other persons point of view and apologize for the past happenings and make policies to avoid such situations in the future. It is extremely important the people are separated from the problem and the focus is shifted from the positions to the interests of both the parties. There is no right/wrong here, only the perspective about what might be right/wrong needs to be addressed.

149

Conflict Management

DISCRIMINATION TEST:
Discrimination test should be carried out in the firms to avoid such situations in future.

OBJECTIVE TESTS AND SUBJECTIVE EVALUATIONS:

There should be objective tests and subjective evaluations of the employees. The solution should be based on objectivity not subjectivity to ensure future accountability.

PERFORMANCE STANDARDS SETTING:

Performance standards should be set to minimize such situations.

PROMOTION OF CULTURAL DIVERSITY:

Cultural diversity should be promoted in the organization.

ENCOURAGEMENT OF INTERNAL WHISTLE BLOWING CULTURE:

Internal whistle blowing culture should be encouraged in the firm.

ESTABLISHMENT AND PROPER FUNCTIONING OF FEEDBACK CHANNELS:

Secure feedback channels should be built and everyone should be properly informed about the channels and should also be insured of keeping their names secret.

150

Conflict Management

Conflict Process

Stage 1 Potential Opposition or incompatibility

Stage 2

Structure: reward and promotion critea isues personal Variables: differing individual value system

Cognition and Personality

Stage 3 Intenetions

perpercieved and felt conflict negative emotions

Stage 4 Behaviour
Stage 5

competing

expansion of resources smoothing compromise authoritative command communication mediation restructuring the organization appointing a devils advocate

Outcome

Increased satisfaction encouragement of interest increased cohessivness

151

Conflict Management

Bibliography:

1. Manael g.Velasquez, 2006, Business Ethics Concepts and Cases, 7th edn,pp.344-347,The Ethics of Job Discrimination, Santa Clara University, Pearson

152

Conflict Management

Submitted By: Muhammad Hammad Khan Enrollment No.: 01-211082-041 BBA 6B

153

Conflict Management

Case Study

What Nurses Need to Know?

Submitted To: Sir Manzoor Iqbal

154

Conflict Management

Case:
It is Kates third 12 hour shift in as many nights. She arrives at work already tired; she did not sleep well because her neighbours children were playing loudly in the yard next door. Even though this frequently happens, Kate has never talked to the neighbour next door about her need for quiet during the day when she is trying to sleep. She figures it would do no good, so why bother. She is a few minutes late for her shift since she had to stop for gas on her way to work. The argument she had with her husband on her cell phone on the way to work is still much on her mind. Why does he always leave the gas low when she needs to get to work? They have had this argument many times and yet nothing ever changes. Just once I would like to win that argument Kate thinks. Her colleagues look upset and mutter under their breath as she arrives and even worse, Jean the Nurse Manager is glaring at her as she rushes into the nursing station. Kate has been warned before about her time issues and been threatened with discipline if things dont get better. Kate has attempted to talk to Jean but all she gets are threats and ultimatums. The ED is crowded as usual with the waiting room overflowing. It is going be another busy night no doubt. As she waits for her colleague to give report on the patients she will be taking over, an irate man approaches the nursing station and starts yelling. We have been waiting for 2 hours and nothing is being done and all of you nurses are just sitting around chatting about your social lives. This is ridiculous. Kate starts to try to explain but the man waves her off. As he storms away he says with a surly voice, we are out of here and I am going to report all of you. A few minutes later as Kate is assessing her patients, Dr. Lane approaches her demanding she come with him to examine a patient. Even though Kate has not finished what she is doing and

155

Conflict Management

has not assessed all of her patients, she does not want to upset Dr. Lane who has been known to get very angry when he does not get what he wants. Kate goes along with him, even though she worries that she has not really got a good handle on what her patients are up to.

Introduction
The conflicts that Kate experiences in the narrative above are all too familiar to many nurses. There are conflicts at home with neighbours and spouses, conflicts at work with colleagues, supervisors and doctors, as well as patients and their families. Like many of us who lead busy and challenging lives, Kate experiences conflict on a daily and sometimes hourly basis at home and at work. And like many people, Kate and her colleagues have little understanding about the sources of conflict or how to manage it when it occurs. This article will provide nurses with the following, an understanding of the origins of conflict, a description of the typical responses to conflict an examination of why healthcare creates a conflict rich environment a discussion of various conflict resolution strategies that can be used to manage conflict.

Conflict: What is it?

Conflict is an inevitable factor in our daily personal and professional lives. Most of us do not enjoy experiencing conflict and yet, one only need look at popular culture to see that we do seem to enjoy watching others involved in disputes and conflict. We may not like experiencing conflict ourselves but we seem to enjoy watching others deal with it. Conflict happens in happy families, good relationships and healthy workplaces as well as in wacky families, outer space, on remote islands, in unrealistic hospital settings and toxic boardrooms. Conflict is neither good nor bad, it just is.

156

Conflict Management

Unless we choose to live the life of a recluse and avoid human contact, we will experience conflict. It is a normal result of interacting with our fellow humans. Conflict originates for a number of reasons, such as differing values, competition over scarce resources miscommunication or lack of information relationship breakdowns

At the center of all conflict are basic human needs. Conflict occurs because our needs are unmet or because our needs are inconsistent with or in opposition to the needs of others. One of the first steps to take in helping nurses and others manage conflict is to remind them that it is normal, and unavoidable. The next step is to help people identify that there are a number of ways that each of us responds to conflict and that we all respond in different ways at different times and with different people. Once we understand them various approaches and responses we may have to conflict, we are a long way down the road to being better able to manage it as it arises.

How do we respond?

Various experts have identified the ways that people respond to conflict. One tool that is widely used is called the Thomas Killman Instrument (TKI) and identifies 5 ways in which people respond to conflict. The TKI identifies 5 approaches to conflict; avoidance, competition, accommodation, compromise and collaboration. In general a persons response to conflict will be determined by whether one is more concerned with maintaining or improving relationships with others or whether you are more concerned about yourself and your ability to win. While the TKI can be quite useful, I use a modified model which omits the compromise option. While compromise is described by many others as a viable alternative to conflict situations, I think it should be avoided at all costs. People routinely tout compromise as a way for everyone to get something out of a situation, when in reality it means that everyone gives up something and everyone loses. The model describes 5 ways that people respond to conflict; avoidance, competition, aggressive/assertive, accommodation and finally collaboration.
157

Conflict Management

Below, I outline the various ways Kate and others might respond to the various conflicts described earlier.

1. Avoidance
Kate works shifts. When she works nights, she sleeps in the day time. Her neighbour has young children who often play outside and make noise while Kate is trying to sleep. Kate is afraid to talk to her neighbour because she assumes that the neighbour will respond negatively and she fears the confrontation that she expects would result. In fact it is quite possible that the neighbour would be very compassionate to Kates situation. Most people will respond in a reasonable and positive way if approached in a respectful manner. Kate could invite her neighbour over for coffee on her next day off and talk to the neighbour about the situation. Since Kate works only a few nights a month, she and the neighbour should be able to work on a schedule that incorporates indoor play time on the days that Kate is sleeping.

2. Competitive
Kate and her husband have one car which they both drive. Kate believes that her husband deliberately leaves the gas tank almost empty in order to make her life difficult. She has yelled at him numerous times for this and is determined that she will one day win this argument and that he will change. It is more likely that Kates husband is forgetful rather than deliberately mean. Kate and her husband need to work together to solve this problem rather than looking at it as a fight that must be won.

3. Aggressive/Assertive
Kates colleagues and her supervisor are acting in an aggressive manner towards Kate. Her supervisor uses threats and intimidation and her colleagues talk about her in a negative way. This kind of response serves only to escalate the situation rather than to improve it. Kate needs to approach her colleagues and try to get their support by explaining what is going on in her life and asking for their understanding. Kate has tried to deal with Jean in a positive way but has been
158

Conflict Management

rebuffed. Kate needs to go to Jean and apologize for her lateness and commit to doing better in the future. She should tell Jean that she understands the expectations and that she will live up to them. Kate can be assertive in the face of Jeans aggression and remind Jean that threats are not an acceptable way to treat staff. If this attempt to negotiate with Jean is unsuccessful, Kate may want to suggest using a third person that they both trust to help them discuss the situation and work on a resolution. Mediation in this instance might be a positive way to resolve the situations and help Jean and Kate improve their working relationship. The angry family member is also acting in an aggressive manner. After the outburst, someone should have caught up with the man and attempted to listen to his concerns. Nurses do not have to allow themselves to be verbally abused; however often demonstrating a willingness to listen to an irate patient or family member will help them to calm down. Even though it may take time, try to get the man to tell you his concerns. As you listen patiently, it is likely that the man will start to calm down. Often showing people that you care is all that is required to get them to begin to let go of their anger. Apologize for the fact that he has had to wait, acknowledge how difficult the situation is and tell him that you will find out how much longer it will be. Being calm, caring and yet assertive in highly charged situations will help to deescalate the conflict.

4. Accommodating
Kate goes along with what Dr. Lane wants in spite of the fact that she is in the middle of something else, has not assessed her patients and knows that she should not be doing what he asks. She is afraid to disagree with Dr. Lane because he often gets angry if he does not get what he wants. Kate should have told Dr. Lane in an assertive tone that she would be willing to help him once she was finished what she was doing. If he becomes angry and/or abusive, Kate must continue to be calm and assertive and indicate that she will help when she can. In addition Kate must tell Dr. Lane that his manner of speaking to her is unacceptable and that she will not

159

Conflict Management

tolerate being treated in that way. If this is an ongoing problem with other physicians as well, Kate and her colleagues should try to have a meeting with the medical staff to discuss how to improve the working environment.

The approaches described above are ones that most of us use at various times in various situations. And there are times when each of those responses may be appropriate. It is perfectly reasonable to avoid conflict when you are dealing with a violent or unstable situation. You do not want to try to talk sense to a thief who is holding a gun on you. In a true emergency situation it is necessary for someone to take the lead and give the orders. It is not the time for collaborating when there is a crisis. Winning arguments is necessary if you are a lawyer in front of a jury, but does little to improve your relationship with your significant other. Aggression is undoubtedly required if you are a prize fighter. When your grandmother ask you to take her to favourite restaurant that you really dont like it is clear that you should accommodate her wishes.

What works better?

In most situations the best outcomes will be achieved if the parties involved in the problem work together towards a resolution in a collaborative way. The types of processes that work well can be generally described as interest-based approaches. Using an interest based approach means that the parties who are in conflict focus on the interests or needs that lie beneath the conflict rather than focusing on the positions that they may be taking. The goal is to work towards a resolution that allows everyone to get what they need rather than trying to win or defeat the other person. The types of processes that work well can be generally described as interest-based approaches. Interest based or collaborative approaches include negotiation, mediation and to a lesser extent arbitration.

In addition to being more timely and cost effective, using a collaborative approach also allows the parties to maintain their relationships in a positive. If Kate discusses the issue about the gas for the car with her husband and works with him to create a solution that
160

Conflict Management

works for both of them, the fighting will stop and the relationship can be strengthened as they realize that there are positive ways to deal with conflicts. In Kates situation with her neighbour, the matter would likely be quickly and pleasantly resolved if she talks with her neighbour and negotiates a solution that they both can live with. Kate needs to sleep and her neighbour wants to have time for her children to play. Together they can work out an acceptable schedule that will allow everyone to get what they need. Kates conflicts at work can be approached in a similar manner. In each situation, the first step should be to talk with the individuals involved and negotiate a solution that works for all. While Kates experiences with her colleagues are not unique in that all of us experience conflict with co-workers and supervisors, there are some specific factors about healthcare that help to generate conflict. These are discussed in the next section.

What is it about healthcare that creates conflict?

There are a number of characteristics unique to healthcare that help to generate misunderstandings and conflict;

Healthcare is a classic example of a complex adaptive system (CAS). Such systems are prone to generate errors on a regular basis; they are also capable of achieving innovation if the correct conditions are created.

The complexity of the healthcare system means that misunderstandings and conflict usually occur at multiple levels at the same time.

The healthcare system involves the wide disparity of knowledge, power, and control experienced by the various players. While most conflicts involve some disparity between parties, it is unusual for this to be as markedly institutionalized, as is the case in healthcare.

161

Conflict Management

The ethnic diversity of both consumers and providers of healthcare services in many communities is striking and can generate potential barriers to helping parties create solutions. As well, there remain strong gender inequities in terms of the services offered, the research done, and the treatment of many providers.

Healthcare involves people interacting with other people to repair and preserve the health and personal integrity of patients. Often this involves issues about which people may have strongly held personal or religious values that may seem to be, and often are, irreconcilable.

All of these factors combine to make healthcare environments particularly prone to conflict. It is therefore important for nurses and other healthcare professionals to understand the origins of conflict and to develop strategies to manage the conflicts that they will experience.

So why should we try to manage conflict?

For all of us, the first and most important step in learning to deal with conflict is recognizing that it is normal and manageable. Understanding that it is a natural outcome of interacting with others and that there are various approaches we can use to approach it is also helpful. Demystifying and clarifying is always a good first step in understanding any issue. On a personal level, increasing our awareness of the manageability of conflict will assist us in improving and strengthening our relationships with friends, family and others. As nurses it is equally vital to understand conflict in order to improve our working relationships with colleagues and managers and in turn making our working lives more pleasant and productive. Decreasing stress has a clear connection to improved performance and increased job satisfaction. However, improving our working relationships is not only a good thing for our own wellbeing and that of our colleagues. Recent research into patient safety and medical error indicates that positive working relationships within healthcare teams has a significant effect on the safety and efficacy of the care we give to patients. The research supports the importance of communication,

162

Conflict Management

collaboration and respect among health care team members as a vital component contributing to nurses providing safe quality care to patients.

What can we do to prevent and manage conflict?

1. Get education and training in conflict and conflict management

Conflict resolution education and skills training should be part of all health care professional programs and all health care facilities continuing education programs. Training should include an overview of basic conflict principles and approaches, as well as practical skills training in negotiation, mediation and facilitation. In addition, there are numerous publications on conflict resolution skills and techniques that are easily accessible.

2 Improve your communication skills.

Seek first to understand, then to be understood.

Stephen Coveys well-known maxim may be intuitively logical and yet most of us ignore or forget its sensible and sensitive approach, especially when we are in highly charged emotional situations. Most of us listen with the intent to reply and therefore we are not really listening at all. In fact we are more likely to be formulating our response. Very few of us ever practice the highest form of listening -- empathic or active listening. Active listening is the process whereby we actively work at hearing and understanding what the other person is saying. The listener must take care to attend to the speaker fully, and then repeat, or reframe what he or she thinks the speaker has said. In this way you ensure that you have fully understood the message the other person is trying to convey before you attempt to make the point you want to make. Remember, Communication is at the heart of conflict and conflict resolution.

163

Conflict Management

3. Recognize that men and women have different communications styles and responses to conflict.

Women have made great gains over the past few decades in ensuring equality in their personal and professional opportunities. In working hard towards these goals, many have tried to ensure and maintain womens access to equality by insisting that men and women are the same. And while there is no doubt that men and women should have equal opportunities and access to jobs and services, there are still some fundamental differences in the way men and women communicate. In the area of conflict resolution particularly, recent research has indicated that women do not adopt the traditional flight or fight response to stressful situations that we have been led to believe is a universal response. Instead, women are more likely to Tend and Befriend. Women seek each others company in times of stress and want to discuss and share their experiences. Women turn outward whereas men tend to turn inward. Understanding these biologically connected preferences may help us understand why men are more likely than women to react violently in times of stress. Since the vast majority of nurses are women it is helpful to understand how our biology may affect our responses to others.

4. Adopt an AVID approach to others.

Nurses are not alone in being surrounded by stressful, conflict laden situations on a daily basis. Our 21st century lives are packed with commitments and busy schedules; we are all dealing with various demands and requests from employers, colleagues, clients, family and friends. As we have discussed throughout this article, conflict is inevitable as we attempt to interact and communicate with others. In order to deal with the stress of everyday life, the following simple method of thinking about others and situations may help you to stay focused and positive in your interactions with others.
164

Conflict Management

A: Assume the positive about others and their behavior. Assume that they are reasonable and are not trying to cause you grief or pain. Assume that if someone is difficult to deal with, that they have something problematic going on in their life. Assume it is about them and not about you.

V: If you cannot assume the positive as in step #1 above, then you must Validate the situation. Talk to the individual and find out what is going on with them. Remember Stephen Coveys maxim and seek to understand them first before you angrily tell them what you think of their behaviour. Validate your negative assumptions about the other person by talking directly to them.

I: If you are unable to assume the positive, and you are unable (or unwilling) to validate the situation by talking to the individual, you must Ignore it and let it go. Sometimes, despite our best efforts we cannot think positively about a person, maybe due to past experiences. And there are times when we cant talk to the person directly, as in the case of a patient because they have been discharged or are deceased. Or in other situations we do not want to take the risk of talking to the person, especially if it is a difficult colleague. In these situations it is imperative that you consciously decide to let the matter go. We all pick the battles we will engage in and there are many times when avoidance is a perfectly acceptable option to choose. One important caveat however, you cannot continually choose to avoid and Ignore situations that repeat themselves over and over. At some point you must decide to take action.

D: If you cannot think positively, if you cant or wont validate, and if you can no longer ignore, you must DO something. Otherwise the stress of these unresolved situations will build up and inevitably be detrimental to your health and the health of those around you. We can all think of examples of angry bitter individuals who constantly carry with them the burden of past hurts and injuries; real or perceived. These are not pleasant people to be around. DO not be one of them! There are a number of things you can DO:

Debrief the situation with a trusted friend and get their advice.
165

Conflict Management

Discuss the situation and your response with a therapist. Drink something healthy and calming, herbal tea may be a good choice, a nice glass of wine is often helpful, remembering however that moderation is key. Overuse of alcohol will only exacerbate problem situations not help them Do introduce relaxing activities and techniques into your lifestyle. Try walking, bike riding, hiking, canoeing, yoga or other activities that are non-competitive. Do consider meditation as a way to become more self-aware and positively focused.

Conclusion

Conflict is like the air we breathe. It is all around us and necessary for life. Sometimes it is murky and foggy and at other times it is clear and fresh. Just as our behavior affects the air around us, so too does it affect the development of conflict situations and the management of them. As nurses you will encounter conflict, and you will create it; these are inevitable facts of life. You will not be able to prevent all the conflict in your personal or professional lives; however you can educate yourself about it, understand it better and try some new approaches so that you will be better equipped to manage and deal with problems as they arise. The aim of this article is to get you started towards that goal.

166

Conflict Management

Submitted By: Taimur Hassan Enrollment No.: 01-111091-138 BBA 6B

167

Conflict Management

Case Study

A Workplace Case Study

Submitted To: Sir Manzoor Awan

168

Conflict Management

Informal Conflict Resolution

In a large publishing company in New York, a young woman, Laura, was hired as a copy editor for one of the many journals produced by the company. Seven other employees worked on this team editing this Journal, including a senior editor named Tim. Laura had worked there for about a month when she and her fellow co-workers went for happy-hour after work. Everybody had a great time and had consumed a fair amount of alcohol. When everybody was leaving the bar to head home, Tim, who had been secretly attracted to Laura since she started work at the journal, hailed a cab and offered to share the ride with Laura. Laura accepted the offer. Once she was inside the cab, Tim then suddenly made an aggressive sexual advance toward her. Horrified, Laura pushed him away and told him to get out of the cab. Mortified, Tim slinked out of the cab. The next day, Laura came to work with some apprehension. How would she deal with Tim? Would the cab incident affect her job? Although Tim did not supervise her, would he try to get her fired? Tim immediately went to her office and apologized for his extremely inappropriate behavior in the cab. Relieved at his apology, Laura decided not to pursue the matter through any formal channels in the office. She figured that since Tim apologized, there was no need to dwell on the incident. After all, Laura was a new employee, still in the process of learning the office politics and proving herself as being a competent editor. She did not want to rock the boat or bring negative attention to herself. Everything would have been okay if Tim had stopped at just one sincerely expressed apology. However, whenever he found himself alone with Laura, Tim apologized again. And again. He said he was sorry about the incident at every opportunity he had for three months. This constant apology was awkward and annoying to Laura. Ironically, by Tim apologizing continuously for his unwanted attention in the cab, he was foisting another form of unwanted attention upon Laura. When he first started apologizing, Laura told him that "it was okay". After three months of many apologies, she reached a point where she asked him to stop apologizing, to no avail. Frustrated, she confided in a few co-workers about her unusual dilemma. Consequently, these co-workers lost respect for Tim. Although the cab incident was not common knowledge in the office, Tim sensed that others knew about it by the way they interacted with him. The incident became the office "elephant" that the employees "in the know" saw, but didn't explicitly acknowledge. Meanwhile, Laura was
169

Conflict Management

tired of hearing Tim apologize and her feelings of discomfort increased. So when another editor position opened up in another journal division of the company, she applied for the job and was transferred to the other journal. In her new position, she didn't have Tim bothering her anymore. But she was unhappy with her new job. The journal material was very boring. She didn't work as well with her co-workers as she did in the previous journal (excepting Tim). She realized that she really enjoyed her old job. She began to regret her decision to avoid the conflict with Tim by moving to the new job. In an effort to seek advice as to how to solve her problem, Laura decided to consult with the company ombudsman.

Analysis of Conflict

Laura and Tim were two editors working for a large publishing company in New York. Laura was a new employee but Tim was considered a senior editor of the company. The conflict started when both Tim and Laura along with some fellow co-workers went to the bar after their working hours. Tim was secretly attracted to Laura and when the night ended and they left the bar, Tim offered to share the cab. As Tim was her colleague, Laura didnt refuse and went with him but midway through Tim made a sexual move towards her. Laura was disgusted by the situation and pushed him away. This incident left both in an awkward situation developing conflict between them. The initial cause of the conflict was when Tim made a sexual move on Laura in the cab. These matters may be personal but its consequences hugely affect the workplace environment as both Laura and Tim were working in the same depaartment and have to see eachother everyday. Later Tim continously apologizes for three months for his behavior which annoys Laura to the extent that she switches to another department. Laura felt that she was unhappy with her new job as the work was very boring. She had built a good network with her previous co-employees which she had to start all over again. She greatly regreted her dicision to change the department and hoped that Tim had never done that which lead to all this. In an effort to seek advice as to how to solve her problem, Laura decided to consult with the company ombudsman. In fact, the primary reason Laura came to the Ombudsman for advice was that the conflict was private, and she wanted to share her problem in confidence.
170

Conflict Management

The basic issue between Laura and Tim was of power. Tims behavior in the cab leads to Laura certainly feeling powerless and thought that he was taking advantage of her. On the other hand Tim assumed that his behavoir would be welcomed by Laura which unfortunately wasnt the case. On the next day, Laura didnt tell about the incident to anyone because she wanted everyone in the office to respect her and didnt want the unnecessary attention. She wanted to preserve her reputation and keep her job. In analyzing this, both value their reputation in the office and didnt want others to know about the incident that is the reason why Tim kept on apologizing for three months because he wanted to make sure that Laura has forgiven her and hasnt spread the word around her. Both wanted others to view them with respect. Tim, in this case, basically started the issue of conflict and claimed Laura's peace of mind by continuously apologizing to her. This resulted in Laura telling some other co workers about Tim and the cab incident. Conflict that had been developed between the two not only lead to anxiety and discomfort but also changed the attitude towards eachother. Thus, this affects the overall environment of the workplace. The ethical issue surrounding both of them could be that Tim was very persuasive in his continuous apologies when he should have stopped at a certain time bacause it annoyed Laura to the extent that she had to quit. Tim wanted to make things okay between them and didnt want Laura to tell others about him which would affect his repute in the office. On the other hand, Laura should have gone straight with Tim asking him to stop apologizing as instead she said it was okay .Laura was behaving ethically by not telling Tim emphatically that he stop apologizing and as she was a new employee she didnt want to ruin her status in the office and didnt feel the need to report the incident to senior authorities.

The first step toward finding a resolution of the conflict is to discover what Laura truly wants. She could report the matter to the company authorities and solve her problem through a right-based system. However, it is unlikely that this approach would serve any useful purpose. Laura cannot fully prove what Tim did to her as she had no witnesses and certainly wouldnt want to indulge in matters which could lead to her career downfall. Laura was a new employee and Tim was a senior editor and possessed more power and network abilities which could favour Tim hugely if Laura decides to take legal action. Both parties wont be happy with this approach as it may not solve the problem but would create anxiety and disturbance in the workplace.
171

Conflict Management

In the case Laura tried to use the approach of ignoring Tim and his repeated apologies which certainly didnt work. Tim tried to make sure that she has forgiven him and doesnt report the incident to anyone. In this scenario Laura should feel confident about her position and rights and should tell Tim to stop apologizing. This approach might have resolved the conflict. But the better way to resolve this conflict is to meet up and discuss the situation like professionals. In the case Laura decides to discuss the conflict with the Ombudsman who then suggests to Laura that the three of them talk together privately about the issue. Both Tim and Laura wants to forget the incident and live a respectful life in the office which concludes to the situation that both Laura's and Tim's interests are similar. Laura's primary interest is to have a challenging and fulfilling job in which she is respected. She doesnt wants to ruin her status in the workplace. Tim's interests are the same as Laura's. He doesnt want anyone to have negative feelings or intensions about him and wants to forget about the miserable cab experience. He too wants a challenging and fulfilling job in which he is respected. Hence the meeting could solve the problem and the conflict that exists between them. This would also help in Laura getting back to her previous job in which she was so happy and was enjoying her work.

172

Conflict Management

References
http://www.mediate.com/articles/taylor.cfm

173

Conflict Management

Submitted By: Nazish Khalid Malik Enrollment No.:01-111091-087 BBA 6 B

174

Conflict Management

Case Study

What's done can't be undone

Submitted to: Col. Manzoor Awan

175

Conflict Management

CASE:
The other day my friend told me this conflict which happened in the audit firm where she is working. A manager was fired by the managing director of the firm this was quite shocking for all of them as had been working with the firm for about four years. She got to know the whole story behind it by her colleague. The manager had been involved in the embezzlement from companys assets. He was also using companys belongings for his personal use. This was noticed by the mangers junior staff, supervisor few months ago. The audit firm gives its employees a lunch allowance which the manager was mishandling. He used to go out for lunch and sometimes took his friend with him as well and when he used to come back he gave the whole bill to the company and used to get the money. Not only, this he also used to take extra cash for his transport facilities. He was also using the firms things for his personal matters like printer, stapler etc. This was not that big but the issue which supervisor could not let go of was when the manager was auditing a firm (client) and he asked for a big favour for his personal matter. She also got to know this was not the first time her manager had done this. He had done this before as well. He also took commission or I should say bribe from the clients to make the audit report as they wanted. This was a big issue because this could have a great affect on the firms reputation. Now the supervisor was very confused who should she go to? What should she do? She couldnt go to her fellow supervisors because they were working under the same manager. She did thought of telling another manager but what if she goes to them and they tell her own manager and he fires her or threatens her. But she had to take the risk, what she did was she went to anther manager and to test him she just in her conversation just said that her manager was using the companys things for his personal use she wanted to see how the manager will react. The manager did not react well at all he took this very lightly because he was doing the same thing. So she went home that day. The next morning when she came to the office her manager came to her desk and started giving her weird looks. The manger also talked to her and asked her why did you go to the other manager to complain about me. The manager was even threatening her to get

176

Conflict Management

her fired or give her a bad client. Now the girl was very confused what should she do? She couldnt go to other manager because she had done that before but it didnt go well. The dilemma here was should she think about her personal or professional duty. Should she let the issue go? But if she lets it go it isnt ethical. She had been letting this issue go away for quite some time now. And asking clients for a favour could really damage the firms reputation. After thinking for some time she now knew what she had to so. She knew that at the end of the month the managing director comes to the office to review the office. She had to think fast and this was her chance to do something about this matter. The next day when he came to the office luckily her manager was being sent to a client, which was good for her she could now talk to the managing director without her boss being present in her office. She now just had to look for that opportunity where she could find that board member alone and tell him about this issue. The board member was here for the review the other managers where always around him they dint leave him for a minute but she did find an opportunity. As the board member was here for the review he was also asking the supervisors about their managers. This was the opportunity she had been looking for, the right moment. One by one the member was seeing the supervisors and now it was her turn the opportunity she had been waiting for was right here. It was her turn now she went in the office and the member asked her a few questions about the workplace environment and what she thought of this office and firm. The last question which the member asked her was that does she have any complains about anyone. Now she got her courage together and started telling the director what had happened. She told him everything from start to end. What her manager did, how he used the offices assets for his personal use. How he took extra money for lunch. Also how he got some money as commission from a client. Also the favours which he used to get for clients in return he would review them and give a superb report.. After hearing everything the director was speechless. Because it had been almost 4 years that the manager had been working so this was a very shocking news for him. Why hadnt they ever heard this from anyone? For a moment the director did not believe her but then when he checked he had to because the companys accounts were faulty. He even checked the managers accounts and there were a few transactions which were quite big and were from their clients. The director then set up a committee for this and the committee questioned him about this the committee
177

Conflict Management

reviewed everything. They then gave the report which stated that yes the manager had embezzled fraud and even gotten commission from some clients. This was unacceptable and if the director did not take any hard measures today then other managers would do this as well which would eventually lead the companys reputation w down the drain which they could not afford. This case was also taken to the board of directors and they didnt want the case to go to the court because it would affect the firms. So they decided to fire the manager, manager also had to give the firm a penalty for his actions. And they even made sure that that manager did not get a job in any audit firm for 2 years. The supervisor was thanked by the director and was also given a bonus. This was to motivate others to come forward if they ever see anything like this again.

178

Conflict Management

CASE ANALYSIS:
The first thing which we will identify is the conflict. Which and how many conflicts are present in the firm.

CONFLICT:
The issue which is discussed in the above case is of unethical behaviour by the manager. How the manager did fraud with the firm he had been working for four years. Another issue which is present is of the supervisor what should she look t her personal interest or her professional interest. The manager had also threatened the supervisor which is another issue. In this case yes the conflict is lively and active. The conflict was is the motion it did affect the firm and the supervisor. The manager did lose his temper when he talked to the supervisor. And it been quite some time this issue had been present for.

UNETHICAL BEHAVIOUR:
The manager did not care about his values. He was looking after his personal needs rather then what he had to do. He was behaving unethically. The companys values and beliefs were not being communicated properly. Threatening others in unacceptable as well.

METHODOLOGIES USED FOR MANAGING THE CONFLICT:

Third party decision making was used, a committee was designed to work and facilitate a bias free course of action taken to resolve the conflict. A committee was appointed first to see after this matter. And see if the manager was guilty or not. After the committee was done with the fact the proofs were sent to the board of directors for decision making. The manager knew that the decision made will be after the board members see the fact and will be according to what they see it would be unbiased. The committee did hear the managers side of story. And did some research about the matter. Then the board of directors made a decision which was according to the facts and was for betterment of the firm and for the manager.
179

Conflict Management

ANALYSIS:
The conflict present in the case is quite big for the firm. This was affecting the firm. Because of the monthly review system the supervisor was able to tell the managing director but if it wasnt present then it would have been very hard for the supervisor to tell the higher authorities. There was a lot of pressure on the managing director because he had to handle both the board members and the other employees. He was answerable to both the parties because the manager had been working in the firm for about four years and why hadnt he see this before. So a lot of pressure was on him to make the right decision as well. After telling the higher authorities the action was taken quite quickly. The news did spread rapidly after the supervisor told the managing director which did affect the organization. Some employees did not have faith i their bosses.bt yes after the committee sat and prepared the final report which was give to the board members to make decision the employees which had lost trust in the higher management did have faith in them now. and everyone would work better after seeing the punishment which the authorities gave the employee. the firm also kept the firms legal advisor in the committee who looked upon the case so that if any legal steps are taken he could be very helpful. Another thing which was conspicuous was that the manager who was guilty also threatened the supervisor and tried to suppress her voice by threatening her. The manager did know he was behaving unethically but he didnt stop. His personal interest was coming in the way of his professional life. The decision which came from the top management was okay but not good because they did try to punish him best without involving the court but if they had it would have been best. Because due to this the other employees would know how strict the firm is and they want everyone to behave ethically. And do not take bribe from their clients. If this issue was out the firm could lose their potential clients. No one would trust them anymore. So a more strict action against the manager would have been a very strong statement for all those other employees who may or may not were doing fraud with the company.

180

Conflict Management

There are a few recommendations from my side as well. The management should ask the employees more frequently, about any fraud which they might know another employee is doing. The firm can also arrange ethics seminars which would be mandatory for all the employees to attend so that no one behaves unethically. They can also motivate their employees by other factors so that they think about the firm rather than their personal interests. A strict policy should be prepared to counter such incidents. The policies should be conveyed to all employees on all levels. Another issue which the firm needs to resolve is that of employees being threatened by their seniors. This is a big issue no one should threaten anyone. So an employee should be assured that they are safe with the firm and no one will harm them. The firm should also hire honest people so that when they audit other firms they make proper reports and do not do fraud. The firm can also ask for suggestions from the employees. The things which the manager had done they cannot be changed but yes the firm can see that this does not happen again.

ALTERNATIVES FOR RESOLVEING THE ISSUE

The firm did its best to give a punishment which was in favour of the firm as they did not want the firm reputation to damage while keeping in mind to make this punishment a lesson for others. But there could be other ways as well. The firm could have taken this case to the court and let the court decide the punishment maybe it could be jail time. Another alternative is that instead of banning the manager for just 2 years they could cancel his audit license for 4 years. In my point of view the punishment which the firm gave to the manager was suitable in this situation.

REFERENCE
Tatheer Fatima (current employ of the organization where this incident took place).

181

Conflict Management

Submitted By: Muhammad Naveed Afzal Enrollment No.: 01-111091-075 BBA 6 (B)

182

Conflict Management

Case Study

Emotion in the workplace: The New challenge for managers

Submitted to: Col. Manzoor Awan

183

Conflict Management

Introduction:
Emotion in work place is a new challenge for managers in todays society. According to researchers emotions and emotional intelligence both are very important but there is more to emotions in the work place than emotional intelligence. Popular interest in emotions in organizations was galvanized with publication in 1995 of Daniel Goldmans Emotional Intelligence. In the past few years, the number of popular and academic conferences, workshops, books and journals has virtually exploded, catapulting emotions into the mainstream of management scholarship. Indeed, all indications tell us that the issues of emotions in workplace and especially emotional intelligence have become very important in management. In the context of Affective Events Theory (AET), the nature of the job and any requirements for emotional labor affect behavior and work attitudes. As a result positive and negative emotions influence both work attitudes and affect-driven behavior. Emotions are neither bad nor good. What matters is the level of intensity of emotions and the duration in which it occurs. The intense emotion (anxiety) calls attention to the need for resolving a conflict that may not be expressed. Once the cause of anxiety is identified and emotions expressed, people can think more clearly to solve the problem. In this context, there is a conflict of a woman with her boss, because of his critical comment. In a large departmental store a young woman Ruth Alison, was hired as a sales clerk. She was concerned to the mens clothing and accessories department for the last five years. She was a very nice lady and good at her job. She always attended customers happily, with a cute smiling face, no matter whats the nature of the customer. This Monday, unusually Ruth was not fresh and happy because one of her children awakened ill and she had to take care and look after her child but at that time she had to go at her job. She wished all her customers a Good Day but it was not a good days for herself. She has much more emotions for her child, due to which she was not as fresh as she can.

184

Conflict Management

Her day started with critical comment of her boss about her contribution to the staff meeting before opening the store. Later, one of the Ruths colleagues had forgotten and failed to tell her about the alteration in a customers outfit, due to her colleagues negligence the client had to wait for thirty minutes for his suit, and was very angry to her and at her supervisor. Then there was a rush of customers during the lunch time. The service was not good because two of the clerks were off sick. Ruth couldnt manage the customers well, so the overall service of the staff was not good. Ruth had tried her best to send every customer away happy but Ruths supervisor was blamed her at this. He was continuously criticizing Ruths handling and annoyed at her. He put off his frustration at Ruth. At the end of the day, she was very sad and disappointed at her bosss comments and at her supervisors behavior. She had a thought about changing her job. Usually after completing her work Ruth had stayed at store and helped her less experienced colleagues but today she was totally behaving opposite to her nature. She had gone straight to her home. Before leaving the store she had jammed the cash register drawer, so that her colleagues would face difficulty to open it. She has made a great difficulty for her colleagues. She was also very unhappy and had passed rest of the week in emotions, with wrong behavior and in bad mood. Ruth was emotionally thinking as a mother. So she behaved like this and decided for another job.

Analysis:
The initial cause of the conflict is the critical comment of Ruths boss about her contribution to the staff meeting which let Ruth angry. She took this comment as her insult. AS she was mentally upset, as her child was ill and she came at job by leaving her child without any care taker. This is natural for a woman, that she is so emotional for her family especially children. But Ruth managed to keep smiling at customers under these circumstances. She tried her best to deal customers with smiley face and wishing them Good Day by covering her feelings and emotions. But somewhere she had expressed her bad mood which affects her behavior and work

185

Conflict Management

attitude (as she jammed the cash register for the difficulty of her colleagues). And also affect the sale and reputation of the department. Discussion with an introduction to Affective Events Theory (AET). The model is illustrated in figure-1.

The importance of AET is that emotional states are seen the core of attitude formation and employee behavior in organizations. Further, according to this theory, it is the mundane, everyday events like those Ruth experienced that influence the way we think in reference to our jobs, our employers, and our colleagues. Ultimately, the emotional build-up can profoundly affect our behaviors. Emotions in organizational settings and the events that cause them are not to be ignored, even if they appear to be relatively minor. The sorts of hassles that generate negative emotions include interactions with supervisors, peers, subordinates, and customers. They can occur both within and outside the organizational setting itself. The series of hassles
186

Conflict Management

experienced by Ruth Alison is typical of work events experienced during the work day for many of us. Although emotions and managing emotions in the work place have always been implicitly at the core of management practice and development, research specifically on emotions in organizational settings is relatively recent. The earliest studies focused on emotional labor (Mastenbroeck & Ashkanasy 2000). In our opening vignette, Ruth Alison suffered significant adverse effects arising substantially from job role expectations. These expectations were affirmed from at least four sources: Ruth's boss, Ruth's customers, Ruth's peers, and Ruth herself.

Due to Ruths poor performance and negative behavior her super visor blamed and criticized her. He also showed a negative behavior, if he treated her politely, the situation would totally change. She had blamed so in the emotions she decided to resign from this job and to look for a new job. Her negative attitude made her locked the cash register drawer and result in a decidedly bad response from her co-workers. The stage for studying emotional labor was setin1983 when Arlie Hochs child published her seminal work. The Managed Heart Hochs child described the emotionally draining process of managing one's emotion sin the service of a job or organization. We are often required to express an emotion that we simply do not feel or, even more difficult, not to express one that we do feel. Ruth Alison demonstrated his requirement when she smiled and wished the customers well, even when she was feeling dreadful. Heal so demonstrated emotion suppression, where anger,

frustration, and resentment are bottled up, often resulting in counter productive workplace behaviors (as in Ruth jamming the cash register). Employees like our friend Ruth may bottle up feelings of frustration, resentment, and anger, which are not appropriate to express. These feelings result, in part, from the constant requirement to monitor ones negative emotions and express positive ones. If not given a healthy expressive outlet, this emotional repression can lead to a syndrome of emotional exhaustion and burnout (Grandey 2000).

Emotional labor can be particularly detrimental to the employee performing the labor and can take its toll both psychologically and physically. The nature of this conflict is negative because it has made Ruth to think worst for her colleagues and also for herself (finding new job). For

187

Conflict Management

example, instead of expressing an emotion that she doesn't feel (emotional dissonance), the employee can attempt to change her mood to match the required emotional expression of the

organization. When this is done successfully, for example by focusing on the positive events during the day, the resulting effect can be positive rather than negative (Grandey, Tews, & Glomb 2000). The detection by customer so inauthentic expression may, in turn, lead to even poorer perceptions by the customer of service quality, resulting in a downward spiral of poor service and increasing emotional labor (Grove & Fisk 1990).

This conflict was not as difficult to solve as it seems. Training, teamwork and confidence from higher authorities (managers, boss) is very necessary for the growth of every organization. Peter Jordan and his associates showed that untrained teams comprised of high emotional intelligence members performed as well on measures. Leaders can be manipulative and emotionally demanding especially when followers are open to exploitation. Leaders need to have the ability to inspire and appreciate their workers or followers emotionally. Followers thus inspired, become committed to the leaders vision and ultimately to the organization. In the light of AET, emotional states are seen to lie at the core of attitude formation and employee behavior in organization. There are some strategies for managers to handle the critical situation for the better output in their departments and to reduce or resolve the minor or major conflicts. y y y Assess the emotional impact of jobs. Create a positive and friendly emotional climate. Encourage of a positive emotional climate through rewards, incentives and compensation system. y y Select employees ad teams based, in part, on a positive emotional attitude. Train employees in emotional intelligence skills and healthy emotional expression. Leaders need to establish and communicate an emotionally healthy vision.

188

Conflict Management

Conclusion:
Emotional expression was a crucial element of not only the conflict but also its resolution. There wasnt much friendly and positive emotional climate due to which Ruth hesitated to share her problem to her boss and supervisor. So this conflict reached to its peak and she decided for another job. If she would tell issue, they would have a talk about the issue and facilitate the discussion and mediate disagreements if necessary. A perfect guidance, training and a positive friendly climate is necessary for every worker in every department. Managers and other resolvers share their knowledge of emotional patterns with parties in conflict then they are invited to join the life-long process of differentiation. Evan a small step towards less reactivity and greater self awareness makes a significant difference in preventing destructive conflict.

189

Conflict Management

Referencing:
Grandey, A 2000, Emotion Regulation in the workplace, Harvard Business Review, USA. Grandey, A, Tews, M. J., & Glomb, T. M. 2000, the feelings at work scale, Wiley, Toronto. Grove, S. J & Fisk, R. P 1990, Impression management in service marketing, Journal of Impression management in the organization, vol. 1, no. 3, pp 427-423. Mastenbroeck, W & Ashkanasy, C 2000, Organization Behavior as emotion management, Academy of Management Review, Westport.

190

Conflict Management

Submitted By: Rana Mansoor Ali BBA 6B

191

Conflict Management

Case Study

TCS: An Entrepreneurial Air-Express Company in Pakistan

Submitted To: Sir Manzoor Awan

192

Conflict Management

Problem Definition
In this case study the problem that is need to be catered is the TCSs vision of becoming a total solution provider for the client considering the question of future growth. TCS needs to identify the alternative that would best suit the companys vision and at the same time help the company in enhancing its future growth.

Listing of Facts
y y y y y y y y y y Problem of September 11 would hurt the business. Pakistan is a poor country with low GDP. Uneven distribution of wealth. Low ratio of equity market capitalization to GDP. Need for expansion First mover opportunity in local market Good reputation in local and international market The enactment of old post office act in Pakistan Corruption and political instability Highly committed management team

Entrepreneurial Perspective

Risk In the local market the biggest competitors of TCS were OCS, TNT and Leopard. In the industry all the competitors of TCS benefited from Awans successful battle against post office. The threat of competition from the local competitors was small because of barriers to entry and building a nationwide network with extensive fleet and airplanes also acted as barriers. But to enter in an international market and to get a geographic expansion has a great risk for TCS. TCS entered into international courier service market with a different value added model not in competition with DHL. Due to certain restrictions TCS could offer its customers one stop
193

Conflict Management

solution in which it would deliver the domestic couriers itself and international couriers through companies like Fedex etc. Opportunity There is an opportunity that is recognized by Khalid Awan & presented the domestic market in DHL as a disadvantage that it cannot undergo domestic operations as a government concerns for foreign exchange, the domestic courier should be 100% local. But Khalid Awan wanted to avail the opportunity to start operations locally as well as in foreign countries. All assets of TCS were on lease that was also a big opportunity & advantage to pay less tax. Innovation TCS started providing various services including domestic courier service, international courier services, overland shipping and gift delivery. In domestic courier services, TCS offered a wide range of services including same day express, overnight express and second day express throughout 350 cities in Pakistan and it was most profitable for TCS. TCS came up with breakthrough innovations in local and international market. TCS was also a head in innovation as compared to its competitors. The examples of innovation include the package tracking service to the customers, another innovation was self-employment scheme. The openness and collaboration were other key element in TCS corporate culture. Change of present life style Khalid Awan was not a born entrepreneur. He left Pakistan international airlines (PIA) as a flight engineer in 1983 at the age of 35 faring of being automated. At same time his brother Sadiq 8Awan setup a joint venture with DHL (an international courier service provider) in which his stake was 49% and of DHL was 51%. Sadiq Awan should have complete control over the operations of the business in order to satisfy its worries related to operational standards. DHL pointed Khalid Awan as country manager for Pakistan after giving them training in DHL procedures. After sometime, DHL has a joint venture with TCS. Khalid Awan become the chairman of TCS and got separated with DHL after a dispute. Financial management TCS relied heavily on its own capital facility without taking long term debt from banks and at the same time the commercial banks satisfied its short term needs. The TCS used leasing facility to own the assets. The fundamental reason for leasing the assets was to get redemption in the tax. The seven big leasing companies which provided leasing facilities to TCS were Orix Leasing, Askari Leasing, Saudi Pak Leasing, Crescent Leasing, First Grindlays Modaraba, National Leasing Corporation and Daud Leasing. Over the years, Khalid Awan got various offers for selling the business or to have a business merger. In addition to this various investment corporation and banks approached him for enlisting the company on KSE.
194

Conflict Management

Political displacement In those days, political factors were not favorable to DHL and TCS. Many laws were imposed by Pakistani government. Laws and policies were old, post office act 1898 was practiced only and also was preferred and there was also a factor of corruption in Pakistan. The geographic expansion of TCS was also because of the fact that Mr. Khalid Awan wanted to get rid of corrupt politicians which demanded various kinds of incentives which were impossible to be provided. Economic displacement Khalid Awan left Pakistan international airlines (PIA) as a flight engineer in 1983 at the age of 35. DHL pointed Khalid Awan as a country manager for Pakistan after giving him training in DHL procedures. After sometime, DHL has a joint venture with TCS. Unfortunately the partnership between DHL and TCS ended because of the bifurcation of the businesses as family property in which Khalid Awan got a complete hold of the TCS operations in the country and Sadiq Awan became the owner of DHL. Uniqueness TCS also acquired an aircraft and airline license. TCS entered the international market in venture with the re known companies of the world. It carried the couriers to international destinations itself and then feed them into the local courier service providers with extensive distribution networks in those particular regions. TCS has a very sophisticated hub that was design only for maximum efficiency of the delivery and operations. The company domestically operated 2 planes that flew a unique route system covering the 5 key hubs. TCS also handled over 125,000 on daily basis as an average with a record of 190,000 shipments. As compare to the Fedex which is operating its business in a well aware and educated market of United State,. TCS is operating its business in a market with 40% literacy rate but still TCS delivered an average of 0.33 packages per capita on annual basis compared with 6.2 packages per capita for Fedex.

195

Conflict Management

Underlying Causes

Sr. no 1

Surface Underlying Causes Causes Symptoms Overlapping No revision Negligence of Of official of Govt. elected and Policies and representative Financial Post office letters act Suspension Primeminister Corruption of aviation Secterate and services Civil Aviation Authority involvement Sabotage of Terror Terrorist International Attacks of Perception about Reputation 9/11 Pakistani Govt.

Theoretical Basis Exhibit 4 Post office act of 1898

Newspaper cutting attached in case study june 1996 Case TCS: An Entrepreneurial Air Express Company in Pakistan

Possible Solutions
According to the case given, Mr. Awan and Janjua have to decide among the two strategic proposals which were designed to be compatible with the companys vision of becoming a total solution provider for its customer and at the same time taking its consideration to the future growth. 1) The first proposal for the TCS management is to leverage the information technology infra-structure which is one of the most valuable resources of TCS. The basic idea behind this proposal is to use TCS IT expertise to provide supply chain management solutions to the large local manufactures and multinationals with the assembly operations in Pakistan. 2) The second proposal was to take advantage of the growing export trade by creating an intermediary that will link numerous small exporters in Pakistans major industries such
196

Conflict Management

as textile and leather goods with their buyers in North America and Europe. The revenue model for this proposal is the hope of TCS to earn a commission on each trade while facilitating exports.

Factors involved in evaluation of Alternatives

Financial Resources:
TCS throughout the years of its operations relied on its own internal financing and carried its operations from the net cash that was available to the organization. At the same time it didn`t borrowed long term loans from any bank but for some short term financing it took loans from the banks that were associated with it. The assets that TCS had were all on lease from the banks. The reason for the asset leasing was to get the rebate in the income tax from the government at the same time paying off lease payments and acquiring the assets on the permanent basis.

Human Resources:
TCS had a very effective team working with it in the starting years of its operations due to which it achieved success rapidly in the early years. Moreover the support from the experienced staff of DHL was also very helpful in its success. The problem relating to the human capital started when TCS started its operations independently after the separation of the businesses of both the Awan brothers. Many members from the top management of the TCS left TCS and joined other organizations. Mr.Kahlid Awan said that after the resignation of those employees TCS was left with the employees were truly committed to it and it gained success inside and outside the national borders due to that management. He also admired his team for the success of TCS today.

Physical Resources:
TCS being the largest courier service of Pakistan depends hugely on its physical resources. Its physical resources includes the trucks that take shipment from city to city, vans that provide pick and drop services to its employees, the motor cycles on which the couriers are dropped off to the houses of the clients. The physical resources of TCS also includes the Cargo Planes that TCS has acquired for the shipment of couriers in the over night delivery mode and for the shipment outside Pakistan. The physical assets cannot be summed up without the inclusion of the data base management system t TCS is using for the maintenance of the customer database. Hence, all the physical assets that TCS has are vital for its operations.
197

Conflict Management

Realities of operating environments:

The environment in which TCS is operating cannot be identified as optimistic only the other side must also be discussed. Firstly the environment is highly competitive. The competitors also have a good chunk of the market share in various modes of the businesses. Major competitors are OCS. TNT and leopard courier services.TCS has a fear of losing its local customers to leopard courier services because of its cheap rates of inter city shipments. OCS has a good repute in international shipments delivery. On the other hand the good aspect of this sector is that it has its own entrance barriers that include the government policies, high initial investments cost, development of network throughout the country, high competition in the market along with the existence of big guns in the market. So the entrance of new players in this field seems to be quite difficult.

Time factor involved in Implementing Solutions:

Time factor was also associated with both the alternatives. In the first alternative which is providing the information technology services to the local firms the risk factor is associated with time. The reason for this association is that if TCS took more and more time in the decision making process there are chances that any other company can also identify the empty slot in the market and can provide those services so to be the first players in the market TCS need to be time effective in its decision making. In the second alternative which is the introduction of local firms in the Northern American markets and to provide the shipment facilities to the local and the international firms TCs need to be time efficient. There are similar chances that any other company can indentify the opportunity and TCS can`t become pioneers of this concept in the local courier services.

Political, Environmental, Sociological and Technological Aspects of the Country:

The political aspects of the country were not in the favor of investment to be made inside the country and to extend its operations or to capture a new segment in the local market. Politically the country was not stable due to weak political government and the corruption factor involved in the institutions of the government. The self imposed restrictions by the bureaucrats and politicians were main hurdles against the extension of the operations inside the local market. Technologically the country was suitable for providing the information technology related services and solutions to the local firms operating in Pakistan. The reason for this suitability

198

Conflict Management

was that the country was not very technologically advance at that time as already mentioned that a slot for I.T services was already existing in the local market.

Logical grounds

Solution 1

Solution 2

Advantages Advantages y No supply chain management business in Pakistan as of late 2001(hence TCS would be 1st mover if it went ahead with this proposal). Strong repute of TCS in local market. IT infra-structures one of the most valuable resources of the TCS. TCS IT expertise. High margin business y y y y TCS was well suited for playing intermediary role. Events of September 11 in favor of TCS and this proposal. International Courier contracts with exporters. Potential North American Market.

y y y

Disadvantages Straying from TCS core competencies of courier services. Size of opportunity not clear at all. Economic and Political instability. Illiterate market (no sense of supply chain management).

Disadvantages TCS not well established in Northern America. Defected products would harm TCS image. Trade sanctions on Pakistan.

y y y y

y y y

199

Conflict Management

Realistic Picture for the Implementation Plan

In our view Mr. Khalid Awan should go for the second alternative as it is more viable and is aligned with TCS vision and mission. It would also satisfy the long term objective of TCS for being geographically dispersed and expand geographically. TCS will act as an intermediary between the local textile and leather goods producers and North American buyers by creating a virtual platform. TCS will enlist a number of local producers and their respective products so that the people who visit the website of TCS can also have a look at the cheap local products. They can place their orders to TCS on its website and TCS will collect the orders from the local manufacturers and will earn a commission on each sale as well as an international courier shipment. Mr. Khalid Awan himself will look after the purchases being made by the Northern Americans and at the same time Mr. Janjua will make it sure that the order is being shipped in time and if any producer is not producing efficiently they can discard its contract with TCS. This alternative proves to be more successful than the first one because the risks associated with it are less as compared to that associated with the first one. It would also help the local manufacturers to sell their products at higher rate in the international markets and at the same time it will save them a huge amount of money that would have been spent in obtaining the business visa and to market the products in northern America. Thus from an optimist point of view TCS can fulfill a sort of CSR by introducing local producers in the international market and at the same time it would generate TCS a double profit resulting from commission on sales as well as international courier shipment

200

Conflict Management

Submitted by: Muhammad Zubair Ejaz BBA 6 B

201

Conflict Management

Case Study

Workplace Conflict: Valet car parking

Submitted To: Sir Manzoor Awan

202

Conflict Management

Case
David was working for a seaside hotel as a car-parking valet. On a particularly busy day a guest arrived to pick up her car and David was the staff member who, following a request from reception, delivered the car to the guest at the Hotels entrance.

Unfortunately for David, the customer had several complains about her car, the most serious being that there was a scratch on the passenger door.

Interestingly, this type of complaint is not uncommon for parking valets as drivers seldom see their passenger doors (they usually get into the car on the drivers side) unless standing waiting in a hotel driveway.

The hotels standard operating procedures for car parking involves the car parking vale to check all cars prior to parking and note any car damage on the back of the hotels parking ticket prior to parking. Fortunately, on this occasion, the person who had parked the car had dome thus job properly (staff often forget to do this when they are in a hurry). Hence, David was most relieved to be able to point out the diagram on the back of the parking ticket the car in the hotels parking bay. Unimpressed by this disclosure the guest snatch the car keys from David and marched around to the drivers seat, getting out again almost as soon as she got in. This time the complaint was that the car showed many more kilometres than when she left it, and smelled of pizza. She accused David of using her car to buy pizza. Put yourself in Davids shoes.

203

Conflict Management

Information packs and Gaps:

This case is about the workplace conflict, where David is working as a valet car parker and the hotel is maintaining operating procedures for car parking involves the car parking area to check out all cars and note it down that those are damaged or not and if damaged than from where. In this case study David a valet car parker who according to his normal busy routine drops the car in front of the hotel where guests were waiting for their car staying in hotel reception, but unluckily for David the guests had some complaints related to their car that is he misused their car and car is being damaged, which is the scratch in the car. As these sort of issues are not often for valet car parkers because they are trained enough that they are almost perfect in their work Hence David was the person that can easily make out the snap in his mind about the car and he tries to convinced the guest but unlike his idea the guest took the keys actually snatch the keys from David and move forward, but now this time the issue or complaint was not about this, it was about that the guest said his car is showing more kilometres than when she left it, and also she felt the smell of pizza. She accused David of using her car to buy pizza. As in this case the conflict arises because of firstly wrong perception which guest took about the David and the gaps which are here are as what are the circumstances that is creating this type of conflicts and when they really arises and what we have to do is to analyse these conflicts and try to figure out that why these sort of conflicts shine up and how we can resolve them by maintaining the relationship and issues to be resolved. Now, using the empathy that is putting our self in David shoes and try to figure out that how these types of issues can be resolved. As, According to the information pack the gaps which I understand is that first there is lack of communication between the valet drivers and the guests, which actually give space to conflict and if these cant be resolved then it may lead to disastrous results. As wise person said: The wise person seeks to first understand and then to be understood. The second gap is that those who are dropping their cars should trust the vale car parkers and doesnt perceive anything wrong without knowing reality, but here situation is different, the third gap is staff should tell their respective heads about any damage in the car or anything before taking it in his hand. As we know the whole scenario and also know that what was the conflict and when it arises so now what we have to do here is to tell that why it occurs and as I told earlier the gaps which were the reasons of this conflict. And how these conflicts
204

Conflict Management

occur because of the same reason as that of why, now as empathy if we are out there as a valet car parker what well do over there? The answer is, well tell the control department and management dept about each and every car that which car is coming at which time and how much time will it take to reach to the parking bay and how much it is damaged so that no one can sue valets. And so, that these types of conflicts cant occur over prestigious hotel who are well known just for their services and for their respects.

Diagnosis and Analysis:

According to this case study, using the system approach in diagnosing the conflict, Firstly we find out the actions that this case is causing, in this case the actions that David is a valet car parker and he is working over there, on a busy day he was just going to drop off the car of a guest but she blamed that her car was misused and there was a scratch on the car and the smell in the car seems that her car was used for pizza parcel, she was angry over it and the reaction which she showed was she snatched the keys of the car suddenly from the David and took his car quickly and saw a scratch over the car and after sitting she realized that her car was misused, and that was the issue which causes conflicts to arise. Now after this assess what is perpetuating the conflict that is what are the sources which are causing this conflict to occur and gives disastrous results which never end up. and we find out those, one was their was lack of check and balance by the management over the valets and there were lack of communication between Manager and Drivers that they are not communicating properly and no one can listen them up due to this guest took wrong perceptions which leads to conflict. Now after this find it out that who is getting benefit from the conflict and to what extent, as in this case guest thought that David is getting benefit from her car and he is misusing her car and also the damaged her car. And after this look for gaps, which we find out earlier and cause and effect relationship, and also look for patterns. As in this case there were communication gap between valets and the Managers which was causing conflicts. So what we have to do is to find out these all and then go for alternatives that what would be better options rather than it that is what we can do so that we cannot face conflicts and these type of situations. Firstly the alternative is go for check and balance method so that we can cover up our self from these type of conflicts, than make out the communications channel in such a way that communication gaps can be overcome. And as in this David is working his work properly but because she thinks that he is not working well and
205

Conflict Management

also he cant park her car properly thats why car is damaged but this hotel is working excellent to fulfil the needs and demand of their guests and provide better services, as in this case David was the most relieved person to be able to point out the diagram on the back of the parking ticket the car in the hotels parking bay. Unimpressed by this disclosure the guest snatch the car keys from David and marched around to the drivers seat, getting out again almost as soon as she got in. This time the complaint was that the car showed many more kilometres than when she left it, and smelled of pizza. She accused David of using her car to buy pizza.

Resolution:
(Clues and what they tell us?) What, How and who all are with you? Resolution in workplace conflict is through mediation, in this case the merits and demerits of the case are as follows: As this case is about the valet car parking and the issue which occur just because of scratch and the smell of pizza, which actually gives very negative impression to the hotel image as well as the well known valet car parkers because if anyone can heard about it, it gives negative image and people will feel reluctant to believe on drivers, the other demerits are as she snatched the keys and behave very manner less with the worker, which actually show disrespect and the motivation level of the workers decreases, the workers over there and the management can resolve these types of conflicts just by looking at the observation, the interpretation and the conclusion as follows. Resolution in workplace conflict through mediation, in this we first observe that is observation, than interpretation and at the end conclusion. Observation. Interpretation. Conclusion. In this case firstly well observe the scenario and our observation should be correct enough to resolve the conflict, in this case our observation is that the conflict occurs because of lack of communication between team members and also the perception which guest took for valets because of lack of check and balance method leads to conflict as they were blaming on the driver
206

Conflict Management

that he misused the car and did his own work while I was busy, and also there was a scratch on my car which was because of this valet as we know that valets are well trained in driving and these type of negligence is not often from them, but it occurs. And then comes the interpretation in which we interpret the conflict by understanding it and then mediate values through accepting and involvement as in this scenario the case is understandable and also the case is about working conflict now what we can do here is for employees, we can provide them securities, acceptance, personal satisfaction, choices and competences so that they can easily do their jobs in a good place and environment and they can build up ability to do a job. And for employees getting the job done efficiently and meeting the deadline, A cooperate workforce, employees and supervisors and reputation, respect from employees and other managers. In this scenario what we can do is we can solve the issue by maintaining the relationship, and for this purpose management should be successful enough so that it can enhance the productivity and morale of the employees directly. And for resolving the conflict over here guests and the management trust the employees and also set their frame of mind that they can do more than their expectations and employees should be committed to their work and they are loyal with their work without going for unethical act. And at the end build up the communication channel between employees and the Management so that check and balance and also employees can easily tell their problems and share anything what they want to and ought to be.

207

Conflict Management

Bibliography:
http://www.oppapers.com/essays/Workplace-Conflict-Case-Study/738880 viewed 17th October 2011, retrieved from oppapers.com

208

Conflict Management

Submitted by: Raja Atisam Sajid

Enrollment no: 01-111091-100

BBA V1-B

209

Conflict Management

CASE STUDY

TOBACCO NEGOTIATIONS

Submitted to: Sir. Manzoor Iqbal Awan

210

Conflict Management

Source of case study

(Tobacco Negotiations-Harvard Review, 2011)

The Parties Involved in the conflict:

There are two parties in this case: a) Anti tobacco party b) Tobacco party Anti tobacco Anti tobacco party includes a coalition of several states (30 states). Tobacco companies Where as tobacco side include 5 parties 1. Philip Morris 2. RJ Reynolds 3. Brown and Wiliamson 4. US Tobacco 5. Lorillard

211

Conflict Management

INTEREST OF BOTH THE PARTIES

Tobaccos interest  In case of Tobacco industry substantive interest was involved i.e. they wanted to retain their investors and wanted some protection from further law suits.  They were at the negotiating table because of the decline in their stocks. Anti tobaccos/states interest Anti tobacco side included three types of interest:  They were concerned about the taxpayers since most of the tobacco companies were earning as a result of tax holders hence this was a rising concern for anti tobacco companies.  Tobacco companies were targeting youth, under 18 children hence this was illegal.  They wanted to penalize the tobacco companies.

THE PROBLEM STATEMENTS (DUE TO THE CONFLICT OF INTEREST OF THE PARTIES INVOLVED):
The key parties that were basically involved in the discussion were the states being represented by attorney generals, public health advocates and the five major tobacco companies. The substantive interests of the parties are as follows:

ANTI-TOBACCO PARTIES:
y States:

212

Conflict Management

Moores Mississippi lawsuit and of the dozens of others followed that the state taxpayers were unfairly shouldering the costs of tobacco-related illnesses through the Medicaid program.

Public health advocates:

They had long accused cigarette companies of marketing directly to teenagers and even younger children for just this reason, using campaigns with cartoon characters. y Cipollone attorneys:

Argued that industry engaged in massive fraud and hey subpoenaed 100,000 pages of documents from the tobacco industry, which they claimed proved that the industry suppressed, ignored, and even lied about data on the harmful effects of smoking. y Food and Drug Administration (FDA):

U.S. Food and Drug Administration (FDA) Commissioner wanted to regulate the production, chemical content, advertising and distribution of cigarettes. y Castano:

They accused tobacco companies of intentionally addicting smokers by manipulating nicotine in cigarettes, representing more than 50 million plaintiffs.

TOBACCO COMPANIES:
y They wanted to defend their companies from the different legal suits by the anti tobacco companies. y To maintain the value of their stocks.

213

Conflict Management

POSITION OF THE PARTIES:

Analysis of Anti Tobacco s side

Strengths  Reynolds the biggest player in tobacco industry.  They had the Medical statistics records, which proved that nicotine was addictive.  The NAAG coalition across states and support of attorneys adds to their strength. Weaknesses  Moore was accused of publicizing himself.  Dependent upon congress to enforce the proved litigations and penalties.

Analysis of Tobacco s side

Strengths  Tobaccos side built a strong political relationship. It provided contributions to democrats and republicans parties, contributing almost $11 million.
 It also maintained federal lobbyists in Washington. It made political investment at state level.

Weaknesses  Surgeon general made an announcement that nicotine caused cancer.  Inter group conflicts were taking place  They had to make a deal otherwise they were in worse condition.

214

Conflict Management

Alternatives (BATNA):

 The best alternative for tobacco industries is to try to manipulate the congressmen. Since tobacco industry has a lot of political influence on the parties and has been associated with direct contributions to parties. They can exert pressures on the parties to have the decision in their favor.  Also if the anti-tobacco parties had lost the case, the companies could continue running their businesses while facing the usual lawsuits.  The states however have weak BATNA, if the end results of the negotiations had not been achieved; the only option they have is to continue filing individual law suits o different grounds against Tobacco companies.

TACTICS USED BY BOTH THE PARTIES

TOBACCOS SIDE
Tobacco companies used different strategies before and during negotiations:

Political Influence:
 They used political influence and power. They invested in federal and state government (house commerce committee); they also provided gifts to campaigns and subsidies to tobacco growing farmers by government.

Bogey:
 They played bogey and pretended that the issue was unimportant for them and they didnt tell the truth. Ciplollone attorneys subpoenaed 100,000 pages of documents from

215

Conflict Management

the tobacco industry, which they claimed it proved that Tobacco Company committed massive fraud which tobacco industry denied.

Fowl Play:
 Fowl play the companies kept on misrepresenting were not fair and they even took an oath saying that they didnt know that nicotine was addictive and for this purpose scientists were fired because prove of blame was discovered during the research and the company wanted to conceal the facts.

Snow Job:
 The companies also played snow job they didnt reveal the facts even though the companies knew what nicotines disadvantages were and provided limited information to the smokers even at the very beginning of this case, a widow filed a case whos husband died as a result of massive smoking and the case was in favor of tobacco company, companies were not penalized because people didnt have enough information to fight against tobacco industry and tobacco companies used clever strategies to provide limited information to the people they either denied that cigarettes were hazards or if they were hazardous smokers were responsible for their own actions.

Chickens:
 Chicken at the beginning of negotiations the companies were very confident and provided counter offers but at the end they had to surrender cause they wanted to retain their investors and had to surrender to the states and compromise.

ANTI TOBACCOS SIDE:

Coalition:
 They used coalition of 30 states which a clever strategy at their part they knew that by building a strong coalition tobacco company will have to surrender. By building coalition benefit was greater as compared to the cost they will apply.

216

Conflict Management

Whistle Blowing:
 They used the strategy of whistle blowing they targeted the employees who had left the company i.e. Merell Williams and gathered information from him by providing him with loan and $3000 a month job as a consultant, in short they bribed him to gather information and used whistle blowing technique

Alley Formation:
 Alley formation took place because they knew that by forming alleys theyll have an edge over the tobacco company and theyll have to negotiate since putting money in cases again and again was very costly and expensive.

OUTCOMES OF THE ROUNDS (NEGOTIATIONS):

The case although had started with distributive approach, where both the parties were eager to fight and the success of one party would have marked the loss of the other. However, the global settlement negotiations when began, they reflected more of an integrative style of bargaining. Since all the parties agreed that with a settlement they can get more than otherwise.

ROUND 1:
It was a phase in which GLOBAL SETTLEMENT Talks took place of the negotiations antitobacco parties asked for the companies by placing:

 Two alternate solutions: a) To have the industrys payment be large enough to offset any increase in the market capitalization. b) To have more of the industrys payment up-front rather than over time.  Attorney generals discussed the strategies. They analyzed the position, benefits, options and intentions of other party.
217

Conflict Management

 Political risk of settlement was examined.  Examination of financial terms took place.  There was some Progress in foregoing the funds and allowing those who wished to sue to do so with restrictions.  First demand of medicated compensation took place  Moore discovered/ recognized the intervention of tobacco industry because they wanted some kind of protection from law suits  Accept regulation by the FDA, to regulate tobacco advertising and the disclosure of cigarette ingredients. Restrict advertising by taking under consideration the elimination of billboard and all other outdoor advertising and an end to cigarette company sponsorship of sporting events, and a ban on the use of human characters in cigarette ads. To create funds of as much as $500 million to educate consumers, particularly young people, about the risks of smoking, and pay hundreds of billions of dollars to reimburse the states for Medicaid costs of tobacco-related illness. The companies however sought for total protection from the states tobacco attack. Bring an end to the state claims (as well as individual and class action suits filed by smokers and their families), the companies hoped to change the pariah status of the industry. They were also eager to ensure that the FDA would not ban the sale of tobacco products to adults. Most important, however, the companies pressed for a degree of immunity from future suits. However, at the end of the first round of the talks, no agreement on the $500 million was reached; nonetheless, the companies decreased their advertising expenditures & forms of the payment. Also anti tobacco parties were skeptical about the settlements being an easy way for the tobacco companies.

ROUND 2:
The second round started with the unresolved issues of payment by the industry, to the extent of FDA regulation. However, the demand for complete immunity was dropped down.  Different views and aspects were discussed about the future immunity of the industry.  Tobaccos lawsuit offer was rejected.  Tension in tobacco industry occurred on the issue of payment.
218

Conflict Management

 Payment structure was decided. Philip Morris would pay high while other companies.  Would pay according to their market share.  Interest of lawyers was discussed.  Division of AG according to departments.  Conflicts rose with in the states.

AGs proposal for limited liability was not accepted by the industry and Moore & other attorney general along with plaintiff lawyers refused industrys proposition of limiting individual lawsuits. The second rounds of negotiations also lead to disagreement among lawyers over incentives, which were resolved later by dividing the AGs into four heads. On the other side of the negotiating table, were the issues among the tobacco industry as well over the division of payments on the basis of market shares.In the second round, intra party negotiations indicated a lack of trust on both sides of the table. Also there were pressures on AGs regarding pursuing of cases in their own states.

ROUND 3:
When third round of discussions began the issues on hand were the federal nicotine regulation and punitive damages, also under discussion was the issue of youth access.  Unsolved issues were discussed and solved.  First time penalty, Federal court ruling against tobacco confirmed the right of the FDA to regulate nicotine as drug.  Industry was banned on punitive damages for past misdeeds.  Industry had to pay product liability of no less than $368.5 billion over 25 years.  FDA and other regulation prohibit billboard advertisement of cigarette, as well as store displays of tobacco products, sponsorship of sports event etc.  FDA and other regulation prohibit billboard advertisement of cigarette, as well as store displays of tobacco products, sponsorship of sports event etc.  It was a success of anti tobacco side.
219

Conflict Management

 The issue of youth was resolved by placing penalty on the manufacturers of tobacco first time in the history by adding a look back clause according to which AGs required the companies to pay a fine each year if teen smoking reduction targets were not met.  Also, Federal court confirmation of FDA to regulate nicotine as drug made significant advancements in the negotiations. Although B.A.T argued to have this decision reversed but it was cleared that this decision will not be taken back.  Thus, the companies accepted FDA regulations but in return demanded a ban on punitive damages for past misdeeds. At last, in this round of negotiations final deal was reached, with immunity to whistle blowers part of it. Although this wasnt the end of the issue since it faced an uncertain future in the congress. However, these three rounds of negotiations mark an optimal result for the tobacco companies, since they cant afford to completely run out of their business. Hence, they agreed on conditions best suitable to them.

CONCLUSION:

The deal was in favor of anti tobacco side and tobacco industry had to compromise at all the steps of negotiations. Opening stance of states/ anti tobacco companies was aggressive. They used distributive approach and focused on their substantive interests. They used their power to pursue their own concerns and showed little concerns for other party and their main focus was to maximize their own benefit.

Whereas the tobacco companies stance was compromising, they compromised upon price as well as interest. At first they tried to negotiate upon limited liability of product but even in that they had to compromise and paid $368.5 billion other than that they also agreed to pay medicated costs to retain their investors.

220

Conflict Management

BIBLIOGRAPHY:
Works Cited tobacco negotiations-harvard review. (2011). Retrieved october 17th, 2011, from harvard business school publishing: http://hbr.org/product/tobacco-negotiations/an/899049-PDF-ENG

(Note: The entire analysis is a word document and no material is taken from any source, it is all done after reading and completely understanding the main crux of the case study)

221

Conflict Management

Submitted By: Sufyan Zulqarnain

Enrollment No.: 01-111091-129

BBA 6 (B)

222

Conflict Management

Case Study

Submitted to: Col. Manzoor Awan

223

Conflict Management

CASE
I was sitting in the Branch managers office waiting for him to assign me to my instructor as it was the first day of my internship. I never did expect my wait to last that long because already clock was showing 12:00 while I was asked to wait in mangers cabin when I arrived in the office at 8:30. The staff was relatively short than I expected, and those who were present were staring me quite awkwardly increasing my tension. Suddenly a group of well dressed bankers bang in the office and then into the cabin one of them was the branch manger they all looked furious and I was asked to leave the cabin. By that time I had guessed that this is one of the classic workplace conflicts which are usually taught during our management course. They were discussing about the meeting they just attended at the regional office of the bank and apparently the employees of the branch were having serious problems with the branch manager, and they all were just returning from a meeting in regional office regarding the complaint filed from one of the employees against manger. When they noticed me outside the chamber I was asked to leave and come back next day. Next day I was assigned with the operation department under remittances head, during the fourth week of my internship branch manger called an emergency meeting with the operation department regarding a mail from headquarters. The branch was having continuous differences from the headquarters, the main procedure of reporting and keeping record was not done properly and manger wanted answer to that. My instructor and operation manger were very verbal with BM and they were blaming him. After that I began to notice that the operation manger and my instructor had serious problem with manger, my instructor told me that the BM was an HR expert he had no knowledge of bank operations and was always favoring the marketing or HR team because these were his specialties, also my instructor one was of the most experience man in bank and he was continuously blaming manger for giving him more work and not giving him due respect. On other hand operation manger had the same problem with manger and after also the fact that OM was going to get promoted to BM of some other branch but Branch manger showed laziness in forwarding his application due to which someone else was made BM of that branch.

224

Conflict Management

One day I was asked my BM to join him to visit a customer for some official bank business, during the travel BM told me that he was not happy with his current team they all showed him no respect and are continuously feeding higher authorities with bard words about him. He pointed out my instructor and said that he never shows him respect and always is late on his work. But he acknowledged the fact that he was important member of the branch and letting him go was not the option. He also shared the bad experiences he was having with the OM, he pointed the fact that OM intentionally dont sing the important documents and other files which are from branch manger and have to go through OM to higher authorities which was effecting his position as branch and area head. All these problems were creating huge issues in the bank almost every day a small verbal fight was taking place which was affecting the efficiency as the people were not following orders and no one was performing his duties with full heart. All this kept on during my 8 weeks and the situation was not getting any better.

Case Analysis

Symptoms:
The conflict in this case was not hidden. And symptoms were prominent for anyone working in the bank but some clear symptoms are given below which were indicator for employees customers and even the higher management.  Constant verbal fights between the staff and manger.  The low level of commitment shown from the specific employees when work was directed from BM.  General lack of commitment from employees.  The constant delay in work from manger related to involved parties.  Constant differences between branch and headquarters data.

225

Conflict Management

 The reporting done by OM, and my instructor during monthly auditing clearly indicated conflict.

Surface causes:

The causes which were more prominent and were easily detectable are given below

 The Branch manager specialty was from HR and Marketing so he could not understand the problems of Operations which was creating problems.  The people from Operation department were jealous of marketing employees because they were getting benefits.  Work overload to the operation department.  Lack of effective communication between employees and manager.

Underlying Causes/ Root problems :

The causes which are not on the surface are more important than the one which one can easily detect because these are actually the roots to the whole conflict. This particular conflict had a number of underlying causes which are given in a table below. As the problems was related to three main employees of the branch so the underlying feeling of all three of them are given in the table.

Branch Manager
Felt that the team is not showing due respect to him

Operation Manager
Felt that the actions of BM made the opportunity of promoting slip away from his hand

Senior Member(MyInstructor)

Felt he deserves more than what he was getting

226

Conflict Management

The fact that the employees under him were feeding higher authorities with bad stuff about him.

Felt that Marketing team was getting benefits from BM

The feeling that branch manager was not competent enough to manage him

The behavior of OM toward the work forwarded by him was lazy and in effective

Felt that BM is intentionally putting his progress to jeopardy

Always felt that manger is giving him more work than others

Analysis of the problem:

 Problem is very complex because three of the main components of the branch the parties which are involved in the conflict and none of the other person can step in and solve the problem.  All the parties have strong point of view and none of them can be subjected as the person who is reacting improperly  The emotional attachment of all the parties is also prominent which makes the job of solving the problem even more difficult.  The parties are not willing to change anything and they will not try to resolve it by themselves.

Problem statement:

Now we have enough data to make a formal problem statement

227

Conflict Management

The conflict is arising between the top management of office (BRANCH MANGER) and the senior staff (OPERATION MANAGER & MY INSTRUCTOR) due to some emotional and professional triggers, the nature of conflict is dynamic and the friction between the parties is prominent, the conflict is right now very destructive and is causing serious performance issue, there is no mediator between the parties right now which is making things worse

Solution:
On the basis of what I have learned so far about conflicts following methods can be adopted by the top management or the parties to resolve the conflict. 1. CASE 1: Top management introduces a mediator between these parties. 2. CASE 2: The three members decide among themselves how to resolve these using integrative negotiations. 3. CASE 3: Top management takes action and takes a decision after investigating the whole scenario.

CASE 1:

In this case the mediation tool will be used and the top management can introduce a mediator from the branch or they can send someone to cater this problem from HQ, the main purpose of the mediator will be to bring the parties to same ground using directive mediation and will use his knowledge and skill to bring all the parties to a common ground. For example in this case the mediator can convince all the parties that if this will continue branch will be at loss and this will bring loss to every individual working in branch, he will convince them that if they will work together the results will favor them and help them reach their individual goals.

228

Conflict Management

CASE 2:

In this case the parties will understand the conflicts affect themselves and will sit down and discuss the matter. For example BM will understand the situation and he will call a negotiation meeting and the main agenda will be to establish common grounds and create a win-win situation. So the parties will use integrative negotiations so that all the members are satisfied and the organization can move toward better results.

CASE 3:

This case is deducted from arbitratory action in which higher authority will feel that they have to step in and resolve this issue. The top management will send a investigative team and the separate interviews will conducted from all employees to collect evidence after that a final verdict must be announce and all will have to follow it even tough if it is against someones will.

THE BEST CASE

The CASE 2 is very unlikely because in my two months experience I have notices something that no party will agree to other party on anything even if it is logical. on the other hand CASE 3 can work to some extent but it has too many grey areas which depicts that the root problem may still remain, the case 3 can also backfire as one can feel certain biasness from top management and that will make the situation more worse.

229

Conflict Management

CASE 1 is the best option for the solution because it will provide following things

 Emotional satisfaction.  Will indicate the outcome of the conflict.  Will bring the team together and the direct them to one goal.  The mediation can never backfire.  Will depict that top management is aware and they can take serious action.

230

Conflict Management

Submitted By: Muneeb Baig

Enrollment No.:01-111091-082

BBA 6 B

231

Conflict Management

Case Study

Sexual Harassment at Publishing Company

Submitted To: Sir Manzoor Awan

232

Conflict Management

The Case
Laura, a freshly rented copy editor, worked in a large publishing company in New York. Generally after work she spent some relaxation time with her colleagues, when they would go for dinners or have drinks such as alcohol. One evening, when all the workers were in great influence of alcohol, everyone left for their homes, one of Lauras colleagues, Tim, who confirmed a cab for Laura and proposed to share the ride with Laura, who accepted the offer. Tim then abruptly made a violent sexual advance on her. Shocked, Laura pushed him away and voiced him to get out of the cab. Later on, Laura felt very awkward towards Tim. However, the next day Tim apologized for his awfully unsuitable conduct in the cab. Laura was reassured, and felt no need to share the event with the fellow co-workers as she had lately joined the company and felt that her repute would be disturbed. However, Tim adopted conduct of constantly apologized and continued to say sorry about incident at every chance he had for three months. This continuous apology was uncomfortable and irritating to Laura and she touched a point where she asked him to stop apologizing, to no avail. Aggravated, she disclosed the situation and the unusual dilemma to a few of her coworkers. As a result the workers approach towards Tim changed and he identified that others knew about it by the way they dealt with him. Eventually Laura decided to switch her job when another editor position opened up in another journal division of the company; she applied for the job and got a successful transfer to the other journal. At the new job, she was partially gratified as there was no Tim troubling her anymore. But she was not satisfied with her new job as she did not find the new work interesting and favoured her old job. This she began to regret her decision to avoid the conflict with Tim by moving to the new job. In the struggle to seek advice as to how to solve her issue, Laura decided to refer with the company ombudsman.

233

Conflict Management

Nature of Conflict
The fact is that the main kind of Laura difficulty was private with Tim and should have been between the two co-workers, although she discussed her problem in assurance with her other fellow colleagues. The news became viral at the cost the damaging Tims reputation. Relaxed, private conflict handling is generally demonstrated through non-rational expression, such as gossip, strong emotion, and passive-aggressive conduct. As seen in the conflict between Laura and Tim, in the privacy of their instances of being alone together, "non-rational discourse dominates" and "members find ways to express their differences with each other"; consequently, "these means have considerable - though hidden - impacts on the course of public conflict". Tim's apologies became a non-rational expression conveyed confidentially to Laura. In kind, Laura replied through casual, private means, and the private interactions had a detrimental impact upon the office environment. Ultimately this leads Laura to make an illogical judgement to take a different position without thinking, a position which was not of her interest yet she took it just to get away from Tim and made her regret the state.

Reasons
The first reason of the struggle, the sexual advance in the cab, occurred in a private surrounded setting. Sexual overtures are inherently private, but the consequences were played out in the public context of the office. Laura and Tim are faintly consulting for power. Following the cab incident, Laura and Tim were indirectly discussing for preserving their own reliability in the workplace. Laura and Tim's interactions imply a testing of what each of them value. Both value their reputation in the office. The interests of the other employees in the division are to regain the pleasant atmosphere they once enjoyed prior to the uneasiness of the relationship between Tim and Laura. They like both Laura and Tim, but the cab incident has put them in an awkward position. The tension is high in the office and nobody knows what to do about it. The two employees to whom Laura confided the incident no longer feel that Tim is as wonderful as they originally thought. Nevertheless, while they wouldn't consider Tim as a friend outside of work, they have no problem with him on a professional level. The predominant value claimer is Tim. Not only did he try to "claim" Laura in the cab, but through his repeated apologies, claimed the value of a non-anxious work environment and
234

Conflict Management

Laura's peace of mind. His apologies were a form of the power of persistence, which caused Laura to question his motives. Tim's persistent apologies impinged upon Laura's personal boundary and made her feel that he was asking for more than forgiveness. Tim's apologies could be seen as a way to manipulate Laura into not informing the director or other co-workers about the cab incident. Tim is playing on Laura's "niceness" by doing the honourable thing of apologizing in hopes that she doesn't break this etiquette. Tim wouldn't feel compelled to apologize in an effort to "check" on Laura's feelings about him to gauge her inclination to blab about him in the office. If Laura wasn't concerned about her reputation and standing within the office, she may have told the director about the cab incident. Both are testing the waters of their professional standing. Both wanted others to view them with respect. Tim's aggressive sexuality displayed in the cab, as well as his underlying assumption that his sexual advance would be welcomed by Laura, reveals the inequities placed upon women in our male-dominated society. Hence, Laura was confronted with Tim's narcissistic assumption that she would be happy to receive his attentions, along with the male ideology of claiming women as objects of desire. This power imbalance was then carried into the sexual politics of the workplace. The ethical issues surrounding Tim and Laura's negotiation tactics are not clear cut. On the surface, we may view Tim as well-meaning in his apologies yet socially inept in his ability to gauge when to stop apologizing. Nevertheless, we can look upon Tim's apologies as intrusive, which cause his apologies to lose their meaning of goodwill. It could be a form of harassment wherein Laura cannot escape, for she is dependent upon her job to support herself. Removing herself from the situation would cost Laura her income. Laura did not possess the economic freedom to quit her job. In an attempt to relieve her anxiety caused by Tim's excessive apologies, Laura left the anxious work environment for another editor position within the company. But Laura was still troubled. She was caught in the implicit cultural endorsement of objectifying women and then experienced the double-bind of assuming a disproportional burden of responsibility for the consequences. Because she didn't want to be seen as a troublemaker and a wanton one at that, she resisted reporting the incident. Instead, Laura and Tim engaged in an implicit negotiation over their reputation and standing within the professional realm of the office. Although Laura was at a disadvantage from the context of a male hegemonic society, she did
235

Conflict Management

possess the power of knowledge that could tarnish Tim's reputation as well. Yet this knowledge was a two-edged sword, striking a blow to the integrity and credibility of both.

Alternatives with there merits and demerits.

Alternatives in this case could be numerous but the most appropriate ones would be the following: 1. Tim should have apologized once and given Laura the space she required to get out of the trauma she was in. This would have been beneficial to both the employees and in turn Laura wouldnt have shared this happening with anyone, saving Tims reputation. This would also have resulted in Laura continuing her job at the company as well.

2. Secondly, Laura could have told Tim that his repeated apologies are causing discomfort to her and that he should stop doing so because that is eventually making her recall the event again and again which she was not wanting at all. This way both the parties would have known their lines and acting upon them would have been helpful.

3. Instead of repeated apologies, Tim could have done something more considerate to make her get over the scene. He could have given an apology card and shown some empathy, considering shes a female and is naturally more sensitive when it comes to sexual overtures. Hence something sweet and more secretive would have been a better option.

4. Laura could also have reported this incident to the superiors and if she was being made to face the discomfort repeatedly, she could have simply got a transfer elsewhere in the office or company and could save herself from the boring job she got into later.

236

Conflict Management

5. The most appropriate alternative in my opinion would have been a meeting of the two parties and a clear and mature talk over the issue, so that the discomfort and the misunderstanding could be cleared at the spot and both the employees would have left with clean hearts, carrying no grudge or conflict against each other. In this way the two employees would have maintained their terms and most importantly Timss reputation along with the guilt he must have felt when Laura left the company would have been saved. Laura would also be working at the same company and doing the job that she enjoyed, rather than working at a place where it was hard for her.

Source
The case was given to me through a cousin who used to work at the publishing company and was a witness to the entire situation. Therefore there was no link mentioned.

237

Conflict Management

Submitted by: Rizwan Haider Maken Enrollment: 01-111091-104 BBA 6 B

238

Conflict Management

Case Study

A culture of conflict

Submitted To: Sir Manzoor Awan

239

Conflict Management

Information
The effects of culture on the performance of an organization not only depend on the strength of the overall culture or individual components of that culture, but on the mix and weightings of the components of the culture. St Bs is a non school organization providing post school educational and social support to students with disabilities by developing, implementing and monitoring individual transition programs from school to adult life. It is located in Brisbane, Australia. They Sponsored by Catholic Church. Funding comes from church, the technical and further education system of the Queensland government education department, and from the fees paid by the parents and careers of the students enrolled in the courses. They cater for young people in the age of 18 to 21 year age group. Its target group is in the range of mild to moderate level of intellectual disability. St Bs is administered by a management team, made up of volunteer workers who are parents, careers of students and two paid employees, one is project coordinator and second one is a resource teacher. Other teaching staff is employed on a casual basis to teach the specialist courses offered. Management team had received a government grant and their application covered six training objectives 1) Conflict resolution 2) Meeting goals 3) Goals setting for policy development and review 4) Decision making skills 5) Identification of and utilizing skills 6) Writing submissions for funding Now a conflict arises in St Bs and the researcher studies three areas that are organizational culture, organizational conflicts and nonprofit organization. Culture itself is a contributing factor to what makes one organization different from one another. Culture is the essence of an organization, its character, its personality. Its very difficult to
240

Conflict Management

change for long run. Culture is almost impossible to change (Uttal, 1983). Culture can have a significant impact on the effectiveness and competitive advantage of an organization (Bettinger,1989;Brown,1992;Fiol,1991;Kilmann,1989;Petrock,1990,Sherwood,1988;Whipp,Ros enfeld and Pettigrew,1989). There is no direct link between culture and performance (Schlesinger and Balzer, 1985). Culture indirectly affects the performance of the organization. It is not culture itself that damages an organization, but rather the extent and the type of conflict and the organizations willingness to face up to the existence of this conflict and adopt conflict managing behaviors that will enhance, rather than harm, decision making. Traditional view of conflict as having a negative impact encouraged a management perspective that conflict should be avoided at all costs and ultimately should be managed by the resolution of any conflict (Robbins, 1988). Conflict is the part of organization. Conflict is inevitable because conflict is often inherent in an organizations structure and through the competition by members for scarce resources. Conflict is in fact multidimensional. One dimension of conflict enhances decision quality; another dimension attenuates consensus and affective acceptance (Amason, 1996, p.126). There are two types of conflicts. One is cognitive or issue related which is beneficial to decision making also known as personalized type of conflict that erodes to decision quality. This conflict leads to the identification and consideration of a variety of decision solutions is beneficial and should be encouraged and managed. The other conflict which leads to ill, dissatisfaction should be discouraged and resolved. Too much and too little both conflicts are harmful for the organization. Too much conflict leads to disorder and too little conflicts leads to lack of innovation. Nonprofit organizations are becoming known as third sector, as differenced from public and corporate sectors. Nonprofit organizations identify as community social welfare organizations. Nonprofit organizations are motivated by values rather than by wealth or by the power. The term values mean those enduring beliefs that a specific mode of conduct or end state of existence is personally and socially preferable (Rokeach, 1973, p.5). There are two types of values. One is instrumental values related to utilitarian and economic worth. Second type of values is expressive values related to affiliative. Nonprofit and profitable organizations both face conflicts on daily basis. Conflict is a part of organization and existence of conflict on workplace is not a big issue, but solution of conflict is
241

Conflict Management

compulsory. Conflict should be resolved on daily basis. If they are not solved on daily basis the organization might face serious issue in future. Conflict is unnecessary if not damaging to the organizational mission. Managing nonprofit organization is different from the private and public sectors due to several key factors, all of which indicate the variety in sources of conflict (Hudson, 1995). First factor is in the management process because it is difficult to be specific in defining goals, objectives in social, health, or education environment and second factor is human component of organization. In nonprofit organization there are varieties of peoples where as in others there are limited employees. Third factor involves size and structure of the organization.

Analysis
Conflicts are both positive and negative. The effects are different. In other words positive conflicts are opportunity to achieve goals and objectives, where as negative conflicts need quick solution and they are harmful for organization and for the individual person. The result of conflict is not always negative; it gives a positive effect as well. A conflict gives positive effects if it is handled constructively. Positive change in the society, Opportunity for newer possibilities, Renewal in relationships, Increase in productivity of all sectors these are positive effects of conflict. Decrease in production and high turnover is negative effect of conflict.

Complains and issues arsis in St Bs that they are not performing in a proper manner, their manner is not acceptable to its funding bodies. Number of students are falling, paid staff is unhappy, courses were being offered but not run, marketing courses was negligible; there were a number of clashes in communication between the management team and the paid employees and between the members of management team also. There is no respect for individual skills, abilities and values seemed not to be accepted and the main thing is member of management team were unable to agree on any issues. The researchers observing conflicts in St Bs was partly value dissonance arising from accountability and efficiency procedures expected of them by government funding agencies that are keen to manage and be accountable from an instrumental value paradigm. They also conclude that St Bs is suffering from affective conflict, in resulted in an intolerance of others

242

Conflict Management

opinion and motives and consequently was crippling the organizations ability to function because organization couldnt set goals. Conflicts occur due to; First reason is lack of super ordinate goals, with members having a wide variety of personal motives for their participation. Second reason is members seemed to be unwilling or incapable of putting aside their differences in order to strive for the greater good of the organization. They were not negotiating, bargaining or planning. Third reason is peoples individual skills, abilities and values were not being tolerated. Members of the committee did not appear to recognize individual differences and the benefits these differences could bring to their organization.

Treatment
Its the manager duty to resolve conflicts at work place through meetings, discussions, increased understandings, increased group cohesion and improves self knowledge. St Bs members would need to solve this problem by identifying super ordinate goals through the sharing of information and listening to one another. Members should display evidence of values. Causes a buildup in hostility and a destruction of morale, commitment and productivity (Lauer, 1994). St Bs should encourage creative thinking and open communication and values their diversity in order to foster cognitive conflict (Amason, 1996). It was not lack of management skill in St Bs; it was the amount the amount of affective conflict in the organization. St Bs would require an entire redefinition of the culture in the light of covert nature of the conflict.

243

Conflict Management

Bibliography
Amason, A.C. (1996), Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: resolving a paradox for top management teams, Academy of management journal, vol.39 No.1, pp. 123-48. Bettinger, C. (1989), Use corporate culture to trigger high performance, Journal of Business Strategy, Vol. 10 No. 2, pp. 38-42. Brown, A. (1992), Organizational culture: the key to effective leadership and organizational development, Leadership & Organization Development Journal, Vol. 13 No. 2, pp. 3-6. Fiol, C.M. (1991), Managing culture as a competitive resource: an identity-based view of sustainable competitive advantage, Journal of Management, Vol. 17 No. 1, pp. 191-211. Hudson, M. (1995), managing without Profit: The Art of Managing Third-sector Organizations, Penguin Books, London. Kilmann, R.H. (1989), A completely integrated program for creating and maintaining success, Organizational Dynamics, Vol. 18 No. 1, pp. 5-19. Lauer, L.D. (1994), How to manage internal conflict, Nonprofit-World, Vol. 12 No. 6, pp. 468. Petrock, E. (1990), Corporate culture enhances profits, HR Magazine, Vol. 35 No. 3, pp. 1316. Rokeach, M. (1973), The Nature of Human Values, Free Press, New York, NY. Schlesinger, L.A. and Balzer, J.J. (1985), An alternative to buzzword management: the culture performance link, Personnel, September,pp. 45-51. Sherwood, J.J. (1988), Creating work cultures with competitive advantage, Organizational Dynamics, Vol. 16, Winter, pp. 5-26. Uttal, B. (1983), The corporate culture vultures, Fortune, 17 October, pp. 66-72.
244

Conflict Management

Whipp, R., Rosenfeld, R. and Pettigrew, A. (1989), Culture and competitiveness: evidence from two mature UK industries, Journal of Management Studies (UK), Vol. 26 No. 6, pp. 561-85.

245

Conflict Management

Final Group Projects By BBA 6-B

Submitted To: Sir Manzoor Iqbal Awan

246

Conflict Management

Group 1
Theme of Case Study: PAKISTANS PROBLEM OF NATIONAL INTEGRATION

Group Members:
ANUM HAIDER (GROUP LEADER) QANDEEL TALAT SUFYAN ZULQARNAIN MARIA AFZAL KHAN BEENISH NAVEED RIZWAN HAIDER MAKEN

247

Conflict Management

TRUST DEFICIENCY AMONGST THE PROVINCES CUMBERSOME FOR NATIONAL INTERESTS INTRODUCTION:
National integration is the awareness of a common identity amongst the citizens of a country. It means that though we belong to different castes, religions and regions and speak different languages we recognize the fact that we are all one. This kind of integration is very important in the building of a strong and prosperous nation.

BACKGROUND:
Although the boundary of creating a separate homeland for all of the Muslims of subcontinent was laid on the sole idea of Islam being the differentiating factor between Hindus and Muslims, yet after separation different factors like geography, culture, language etc started affecting the national integration of Pakistan.

BANGLADESH:
With the separation of sub-continent, two nations came into being i.e. India and Pakistan. Pakistan comprised of two separate areas both culturally and geographically as they were separated from each other by India physically. The population of both zones was nearly equal still most of the political power was concentrated in western zone now known as Pakistan while the perception was that eastern zone now known as Bangladesh was being exploited for its resources. Another major challenge was the administration of two discontinuous zones. Following are the reasons for disruption of national integration that lead to separation of East and West Pakistan.

248

Conflict Management

ECONOMIC INEQUALITY: Though the population of East Pakistan was slightly greater than that of western Pakistan still western Pakistan enjoyed more resources and larger part of the budget was used on it. Main reason of it was because politics was dominated by western Pakistan. POLITICAL DIFFERENCES: On the basis of population alone, East Pakistan wouldve won political power so the Eastern Pakistani establishment came up with a scheme to counteract it by combining all the provinces of western Pakistan as one known as one-unit scheme. By this the political power remained mostly in the hands of western Pakistan. East Pakistan noticed that whenever a prime minister from East was elected, he would be disposed off his duties by western establishment. The situation aggravated in the rule of Yahya Khan and Ayub Khan and their military dictatorship. When Awami League of East Pakistan won most of the seats in the constitution, instead of having a single Prime Minister from Eastern region, Zulfiqar Ali Bhutto proposed that both wings should have their separate Prime Ministers. This added fuel to the already bad situation. At this point the Sheikh Mujibur Rehman gave a speech to Eastern Pakistani urging them to take a stand against this act and to fight for their separate homeland and independence. MILITARY IMBALANCE: Most of the people in the military were from Western Pakistan. Despite having greater population, Bengalis only had 5% representation in the military and only a few were at higher ranks. The notion by Western Pakistan was given that Bengalis werent suitable for military jobs unlike Punjabis and Pathans. This was also a blow to the ego of Bengali people. Kashmir issue only heightened the fear of Bengali people because in case if India decided to wage a war against Eastern Pakistan then there would not have been any proper military present there for its defense.

249

Conflict Management

NATIONAL LANGUAGE: Quaid-e-Azam made it clear that urdu would be made the national language of Pakistan even though it was not a native language but had been brought by muhajirs. Majority of Western Pakistan spoke Punjabi while the dominant language of Eastern Pakistan was Bengali. Western Pakistan remained calm while Eastern Pakistan revolted and many students and civilians lost their lives in the upheaval. This is considered a main reason for separation of the two zones.
After these events military from Western Pakistan were sent to take over Eastern Pakistan. India gave full support to Bengalis and hence Western Pakistan was defeated and Bengalis gained independence for themselves.

KALABAGH DAM
An agenda that started way back in 2004 and is still talked about is of Kalabagh Dam .It came forward as one of the worst examples of national integration. The three provinces known as Punjab, Sindh and Khyber Pakhtunkhwa are still in an unsettled dispute over the agenda. Kalabagh dam is a proposed hydroelectric power on Indus River at Kalabagh in Mianwali District in Punjab. But since the birth of the idea controversies came its way. The three provinces had their individual concerns over the project, so much so that the national perspective was sidelined. Trust deficiency amidst the provinces was the dominant obstruction in the rolling of the project. The province of Punjab has always been in favor of the project, as it is of the opinion that in order to meet the agricultural demand and to produce cheap electricity, its construction is essential. However, province of Sindh has always opposed the idea and has strongly disagreed upon the project. The view point of the province was that if Kalabagh is constructed the water in the Indus River will lessen due to which the water that falls into Arabian Sea will also be effected. This process will lead to inward intrusion of land and will turn the agriculture areas of Sindh into barren lands. Sindh representative Syed Qamaruzzaman Shah rejects the construction of the Kalabagh dam, saying that Sindhis could not trust anybody because of past experiences. "The Water Accord 1991 is not being implemented and Sindh has not yet been provided money announced for the rehabilitation of its irrigation system,"

250

Conflict Management

Khyber Phakhtunkhwa was also unwilling to trust the province of Punjab due to the past treatment. It said that since the promises were never fulfilled so they didnt want to repeat their mistakes. Moreover it felt threatened because large areas of Nowsherra were falling under the dam, so there were chances that this area might fall victim to water logging and salinity.

NEGLECTING BALUCHISTAN (ANOTHER BANGLADESH ON THE RISE)

Pakistan's society is composed of various geographical, linguistic, cultural communities that display a lot of difference in attitude, outlook, conduct, behavior and way of life. There are linguistic groups as Punjabi, Baluchi, Pathan and Sindhi who display obvious distinction and differences among themselves with respect to the languages they speak and, to some extent, the way they lead their lives. As mentioned above the Pakistani nation is differentiated on the basis of region and language which indicates the conflicts arising between different provinces, but one province stands out in terms of conflicts and problems. Baluchistan province is currently the biggest province of Pakistan and it seems that this province has been cut off from the whole nation. The situation with Baluchistan is no more different than the Bangladesh case. When Pakistan was celebrating its 60th Independence Day on August 14, 2007, hundreds of women observed a 'black day' in Quetta, the capital of Baluchistan province. Ironically, the protestors were chanting anti-Pakistan slogans and demanding 'independence' for Baluchistan, Currently there are numerous blogs and websites running with the title of free Baluchistan. This tells us about the current thinking of Baluchis regarding the matter and this easily shows the huge crisis of national integration that our country is going through. The roots of this problem are very deep as today every Baluchi considers that he has been manipulated to join Pakistan in the name of Islam. The concept that widely describes the ideology of Pakistan is not more than a conspiracy theory for Baluchs. This mindset is outcome of decades of negligence to one of the most resourceful province of the country. Much of the problems that Pakistan is facing today are inherited by troubled legacy of the military rule, including insurgency in Baluchistan that both the character of the regime and its political manipulation triggered. Historically, military regimes have depended on centralizing agency of
251

Conflict Management

the armed forces, federal bureaucracy and selective political cooptation of provincial elites that accepted constitutional deviations but that suppressed genuine political representation and pushed the democratic forces in the provinces to the sidelines, generating a deep feeling against the federal government and Punjab, the largest province of the federation from where the great bulk of the armed forces are drawn. Baluchistan was neglected since the independence but the real problem started shaping at the time of Zia ul Haq when the religious schools ( madrissas ) came as the major source of educating the young ones in the Baluchistan, before Zias time Baluchistan had 900 religious schools but after his time almost 8000 of legal and illegal religious school were reported in the province, and currently the more religious based government in Baluchistan is providing a huge chunk of religious schools and small ratio is given to the ministry of education. This causes increased Taliban or terrorist activities in this region and the after effects of these actions are still shaking the daily life of a Baluch in form of drone attacks and even attacks from their own military force. Pakistan armys operation in this region has given a new shape to this complex conflict and the recent actions from the nationalist in Baluchistan are the reaction of these operations. The inequality can be showed by taking in account the simple example of natural gas. Natural gas deposits were discovered in Baluchistan in 1953. Household and commercial gas was supplied to Punjab from this source since as far back as 1964. But royalties were offered to Quetta only in 1980, and it was connected with a gas supply in 1986. And when even the remote areas of Sindh enjoy the facility of gas, only 4 districts of Baluchistan have this facility out of total of 26 districts. It is this provincial inequality that has fiercely triggered the sense of deprivation among Baluchi masses. Even the provincial governments have been severely inhibited in their efforts to improve conditions because of the fact that Islamabad takes direct decisions over policies governing the province. The Baluchistan national movement was getting lot of fame and sympathy in past years especially in the Musharafs time when the Bhugti incident was not so old, the people were feeling bad for the condition of Baluchistan and every Pakistani was feeling bad about the province, and the people fighting for Baluchistan were considered as heroes, but most recently the whole situation has taken a new form as the violence from Baluchistan people toward the
252

Conflict Management

Punjabis has taken extreme measures. Killing of many Punjabis living in Baluchistan especially Punjabi teachers being slaughtered in Baluchistan has given new shape to the whole situation. Now the people are turning against the Baluchi movement. Still this is proving to be another major factor which will bring the two provinces far away from each other.

ANALYSIS
BANGLADESH We cannot change the outcome of the Bangladesh issue and we cannot take any measure against it now but still it is of immense importance for us to understand this issue. Had some action been taken against the issue at the right time, Pakistan would not have lost one of its biggest province. Same situation is being faced by the remaining provinces as they feel that they are being exploited for their resources for only Punjab to flourish. It is the basis of the current basic integration problem our country has and still Pakistan is divided in four provinces comprising of Punjabis, Baluchis, Pakhtuns and Sindhis instead of being Pakistanis and if we dont learn from our mistakes then Pakistan has possibility of suffering more divisions. Front line causes of the conflict y y Linguistic differences were the main cause. East Pakistan was separated from the other four provinces as India was between the two lands which caused greater problems of administration, traveling and communicating. y y y y Political supremacy in West Pakistan. Inequality in representation. Inequality in disbursement of resources. Military imbalance.

The underlying reasons  The first problem was in contradiction from the ideology of Pakistan as the reason behind the formation of Pakistan was not due to any cultural or linguistic difference but the driving force that Muslims needed to have a separate homeland was to practice their

253

Conflict Management

religion i.e. Islam. Pakistan comprised of people having different languages and cultures yet they were considered one on the basis of religion as explained by Quaid-e-Azam.  The second point can be justified as a conspiracy at the time of division of subcontinent. Some historians believe that this was a preplanned case to shake the roots of newly formed Pakistan.  East Pakistan could have won the election on the basis of majority of population but as it was considered as one province so it gave the politicians of west a chance to exploit the situation and from the independence till separation, West Pakistan was considered the federal hub of the country. Both the federal citys Islamabad and Karachi were located in West Pakistan. This kept the political supremacy with the western provinces, and the East Pakistan was always neglected in this matter  The representation in the cabinet was not according to the population and representation in any field was not on equal terms. The more prosperous province of Punjab had the most influence in every field and the provinces like Bangladesh were always on the shorter side of the representation. This was mostly due to the government system which was more biased toward Punjab and neglected other provinces; the most neglected province at that time was Bangladesh.  Bangladesh was the largest and most resourceful province of Pakistan at that time but due to political inequality the resources were allocated in a very biased manner in which the west side of the country was given priority over the east side. The Bengali people were very angry on the fact that the resources extracted from their land were mostly utilized in the western Pakistan. On the other hand the provincial government in Bengal was always weak and they always received direct order from federal government so resisting against this injustice in a constitutional way was not possible for them.  The representation of Bengal in army was 5% of the total army which was very strange as the province with the largest border with India deserved the most representation in army. Also it had the highest population rate than all the other provinces combined. This fact was very disturbing for Bengali people because in case of any attack the army given to them was not enough to defend them. In the end when Awami League of East Pakistan won most of the seats in the constitution, instead of having a single Prime Minister from Eastern region, Zulfiqar Ali Bhutto proposed that
254

Conflict Management

both wings should have their separate Prime Ministers. After this the Bangladesh started reacting against the injustice and won a separate homeland for themselves.

KALABAGH This issue can be related to the various case studies that we have discussed in class during our course as the problems in this case are not so different from the problem which we face in the organization, If we take the three provinces involved and replace them by the three main departments of any working organization (finances, operations, Human resource) than the case can be much more easier to understand. The three provinces are not able to came on the single point and decide what is right decision as the personal interests are more important than the interest of the whole nation. The view point of the three provinces can be given below Sindh Khyber Pakhtunkhwa Punjab

The water flow from Indus The province was not willing Punjab was ready to initiate river will reduce as a result of to trust Punjab regarding this the which the water which flows matter because with that they the process because and of this

past electricity

crisis

into Arabian sea would lessen experience which was a major concern for suggested people of sindh.

Punjab project could be beneficial dont agricultural process

deliver what they promise.

*The major crisis in Pakistan today is electricity and this project could have been beneficial to reduce this crisis. But due to lack of national integration this is far away from happening.

255

Conflict Management

ALTERNATIVES 1. The first solution to the dispute is to cut off the proposed project from the roots. Since there is no consensus between the provinces over the project, construction of this dam would add fuel to the fire and would further divide the nation. The ongoing clashes could lead to an even worse battle. However, on the other hand if this project is not streamlined the economy of Pakistan would suffer. Pakistan being an agro based country will see darker clouds of turmoil since the fertile soils of the country will turn into barren lands. The shortfall in electricity generation will never be met and problem will go far from worse. 2. Another alternative could be to appoint a Mediator Committee for the provinces. The mediator committee will listen to the view points of all the provinces and will try to bridge in the gaps. This will ensure that no province is neglected and each one is given freedom of speech. The mediator committee will make the provinces realize the importance of the project and will take force stand if it comes to the interests and rights of the provinces but guarding the interests of all the provinces could be challenging for the committee. Also it would be difficult to find unbiased mediators to the interest of their own provinces and even so if they decide that the best interest of the people is in accordance with the views of people of their own province then the general public might repel against the decision. Another issue would be that equal representation would immediately lead to the mediator from Punjab being outnumbered by the other mediators.

3. A poll could be taken from all three provinces under controversy and the idea with majority polls could be worked upon. The drawback of this would be that the province with the higher population will have the desirable decision, where as the one with the lower population, their idea will be oppressed. Moreover, the cost required to carry out the measure could be huge. But statistically speaking it could be a good way to know the general opinion of the nation on the project.
256

Conflict Management

BALUCHISTAN ISSUES The issue of Baluchistan is the most alarming for Pakistan as it will shake the whole concept of national integration if not resolved soon the main problems in this issue are given below. y y Linguistic problems Military Operation _ Pakistani Army influencing the operations of the province and creation and army acting as the establishment in the province. y y y y Foreign military attacks _ Drone attacks effecting the daily life of the Baluchs Formation of Madrasas influencing Talibanization of Baluchistan. Major portion of Budget going to madrasas rather than Mnistry of Education. Inequality in distribution of resources _ e.g. Natural Gas being the primary resource of Baluchistan is the least available resource in Baluchistan. y Inequality in Financial Budget _ Baluchistan although being the largest province of Pakistan is the most left-out province in terms of Budget allocation. y Killing of Punjabis in Baluchistan.

CONCLUSION OF THE PROBLEM Recent Scenario suggests that the sympathies this province attracted due to the Baluchistan National Movement from other provinces are no more playing a major role, because the recent killings have brought forth the real intentions of the Nationalist parties working in Baluchistan. Without prejudice to arguments this fact alone can prove to be a threat to national integration.

257

Conflict Management

Comparison of Baluchistan with Bangladesh case: Both the cases are similar in nature, the basic scenario and reason behind the conflict are same in cases, basic reason being the negligence of government toward biggest and most resourcefully state of the country. Currently the Baluchs are passing through the stage in which the small segments of the people are joining forces to run a full protest against the establishment. The only force which is different in both cases is presence of army as the major governing body in Baluchistan, military rule is keeping the front line views of the balucs aligned with the central government, They are suing autocratic to govern the region to suppress the general voice of the people.

Solution to the Baluchistan issue (betterment toward national Integration) Alternatives:After analyzing the whole situation following solutions were brainstormed by us in order to bring this problem under control. 1. Useful military operations to eradicate any movement causing harm to National Integration 2. By giving Baluchistan the status of a free state. 3. Bringing political reform by increasing political representation of Baluchistan. 4. By making a committee elected by the province to analyze the problem and report it. 1. By using this alternative the situation could be controlled temporarily but even military cannot suppress the voice of nation by using autocratic means for a very long time and prolonged operation may increase the already present distress among the people. 2. This solution is by no means feasible as it will be in contrast with the very concept of National Integration and will definitely set a bad precedent for other provinces. 3. This solution, if applicable, can bring a humungous change in current situation as the increased representation of Baluchistan may eradicate the basic conflict from its roots. Still the solution cannot be implemented in the near future as it requires a major change in the current political system.
258

Conflict Management

4. The committee elected and formed can play a major role in development of national integration as it will make Baluchi people understand that the Central Government is taking all measures to identify the real problems of the people and solve them. This formed committee will act as a mediator bringing the two conflicting parties upon a reasonable and acceptable understanding. * We recommend the instant case seeming to be the most acceptable, reasonable and efficient solution.

259

Conflict Management References y y y y y y y y y y y y y y y y y y http://rupeenews.com/2008/05/27/kalabagh-dam-dropped-without-discussion-in-parliament/ http://www.dailytimes.com.pk/default.asp?page=2010\08\10\story_10-8-2010_pg1_3 http://www.dawn.com/2006/01/19/ed.htm#3 http://www.preservearticles.com/201012271786/national-integration.html http://en.wikipedia.org/wiki/Bangladesh_Liberation_War http://gmcmissing.wordpress.com/2009/07/09/on-target-killings-of-punjabi-teachers-inbalochistan/ http://freebaloch.blogspot.com/ http://tribune.com.pk/story/301872/balochistan-law-and-order-five-punjabi-workers-killedone-escapes/ http://blogs.tribune.com.pk/story/379/the-problem-with-balochistan/ http://pioussluts.wordpress.com/2011/08/08/dirty-game-in-balochistan-facts-just-facts/ http://thebaluch.com/030608_article.php?id=7675 http://findarticles.com/p/articles/mi_6788/is_4_35/ai_n28682505/pg_3/?tag=content;col1 http://www.thenews.com.pk/TodaysPrintDetail.aspx?ID=27243&Cat=9 http://www.pkarticleshub.com/2011/02/24/stable-balochistan-in-pak-interest/ http://www.chapatimystery.com/archives/homistan/the_baluchistan_issue.html http://en.wikipedia.org/wiki/History_of_Balochistan,_Pakistan http://pu.edu.pk/images/journal/pols/Currentissue-pdf/umbreen7.pdf http://www.blurtit.com/q937226.html http://www.defence.pk/forums/pakistans-war/136988-balochistan-problem-guerrilla-war-realpossibility.html

Case Study Format : Harvard Business Review Oct Issue 2011

260

Conflict Management

Group 2
Theme of Case Study: Volatility in Pakistans Tribal Areas

Group Members:
Demiral Ikram - Leader Muneeb Baig Haroon Khan Nabeel Zaman Khan Mehak Irshad Nazish Khalid Malik

261

Conflict Management

Introduction

History:
The Tribal areas of Pakistan also known as FATA, comprising a region of 27,200km2, are located along pak-afghan border. They have high strategic

importance because they were used to be part of Afghanistan known as grave yard of empires. In history the Great Game of imperial domination was played on this area against the Russian expansionism in Central Asia. FATA comprise seven Agencies, namely Khyber, Kurram, Bajaur, Mohmand, Orakzai, North and South areas of Waziristan. The main towns include Miranshah, Razmak, Bajaur, Darra Bazzar, Ghalanai as Head Quarters of Mohmand Agency and Wana . Since the British rule over sub-continent the tribal areas were allowed to retain their semi-autonomous status, exercising administrative authority based on tribal codes and traditional institutions. And same system was crystallized in Pakistans Constitution of 1973.

Administrative system:
Under constitution FATA has given representation in national Assembly and Senate but remains under the direct executive authority of the President (Articles 51, 59 and 247) where as it has no presentation in the provincial assembly of KPK. Each tribal agency is administered by a political agent who is mainly responsible for inter-tribal disputes, trade among the tribes and the use of natural resources among the tribes. He is helped by a number of assistant political agents, Tehsildars and Naib Tehsildars in administration work. He can enforce law through local police (khassadars) and security forces (levies, scouts). He has the power to charge any tribe man who violates the law. He plays the role of bridge between the government and the local tribes, he also coordinate the developmental programs for the tribal areas.

262

Conflict Management All civil and criminal cases in FATA are decided under the Frontier Crimes Regulation 1901 by a jirga (council of elders). However any one from the tribes has constitutional right to approach against the decision made by jirga if he/she is not satisfied with the decision. Tribal area is divided into two administrative categories as following: 1) Protected areas (Areas under the direct control of government) 2) Non protected areas (areas under indirect control of government through local tribes) In protected areas, criminal and civil cases are decided by political officers vested with judicial powers with the help of jirga where as in non-protected areas, cases are resolved through a local jirga at the agency level.

Economy:
Economic opportunities in the area are very low. Most of them live a pastoral life style with agriculture practiced in a few fertile valleys. Small scale businesses are also operated at local level. Some of them are also engage in mining with old methods but these sorts of jobs are not considered as permanent. So to get a permanent job many of them prefer to work in paramilitary forces like FC and Levies. While other also work in private security agencies. The educated persons from the tribal areas prefer to work in Middle East countries to support their home expenses. Due to low healthy-economic opportunities in the social environment the Tribal people are heavily involved in production and smuggling of weapons and drugs. Beside they also deal in non-custom paid appliances and products ranging from microwave own to cars and petrol.

Infra-structure:
Tribal areas represent the worst situation in this regard. As there are no proper roads, not sufficient number of hospitals to accommodate the patients and the existing hospitals lack technological facilities. As of 2003 official figures, Population per doctor is 7,670 and population per bed is 2,179. Now form this one can imagine the level of health facilities in the area. Meanwhile the institution of education in Tribal belt is also in very Bad condition. There are only 102 high schools in all of the tribal lands, while as many as 300 madrassas operating there. Number of 263

Conflict Management teachers in these schools are also lesser. Literacy ratio for both sex is 17.42%. male literacy rate is 29.51% while that of female is 3.0%. Beside from these there are no outing site like parks, zoos, shopping malls and sporting gymnasium in the whole tribal area. People of these areas are very interested in sports and they represent all government institution like Wapada, banks, army and other institutions in sports e.g. football, cricket, martial arts, boxing, hockey and etc.

Conflicting issues

Afghanistan and tribal belt is used as battle ground for strategic war between superpowers from the last 30 years. In the area there are lot of different parties involved like local tribes, Pakistani government, Indian agencies, American agencies and Chinese agencies now a days. All of them have different objectives and goals. Therefore to deal in such a complex situation is very difficult for country like Pakistan who has a record of corrupt governments. The ongoing war from last 30 years had a very negative impact on the tribal belt and its infra-structure. Firstly, during the soviet attack on Afghanistan the tribal belt was used as main supply line for Mujahedeen fighting the Soviets in Afghanistan. They used to back those mujahedeens with weapons, supplies and other objects of war. In reality America was providing the supplies to afghan mujahedeens indirectly with the help of Pakistani agencies. Thus we can say Pakistani army hired tribes to fight this war for America. Due to this war large numbers of Afghan refugees arrived in the FATA, placing pressure on the local resources. In some cases, refugees outnumbered the local population which brought very bad results with it. The unemployment rate became high because the afghan refugees were ready to work on very cheap prices comparatively to the local tribes man. The war also brought the culture of guns and drugs which became the attention of youth in tribal belt and destroyed a lot of youth by involving in the production and use of guns and drugs, smuggling, drug trafficking and gun running and other illegal activities. Thus the economy as a whole suffered very much. Afghan refugees also brought a new version of Islam in gift for tribal brothers. This has its own new interpretation of Islamic rules and saying. This gained popularity within the tribal belt and gives birth to the fundamentalism. And till the day youth of tribal belt is its victim of it as they are satisfied to do

264

Conflict Management suicide attacks on the Pakistani forces and destroying public assets like schools and hospitals by declaring Pakistani government as the friend of America and Jews. The situation in tribal areas remains worst even with the withdrawal of the Soviet forces from Afghanistan in 1989 because there was a bloody war between the Soviet-installed Afghan government and the Afghan Mujahedeen groups. Therefore in such situation where security and peace were lacking there was no question of the Afghan refugees returning to their homes. Therefore the tribal areas, continued to be the home of millions of Afghan refugees resulting in getting situation worst and worst. When In 1996, Kabul fell to the Taliban. Due to nearby Taliban, the writ of the government of Pakistan in the FATA became less effective because people of the local tribes consider it an honor to join Taliban force and adopt their life style. Talibans were having good relations with the tribes and some locals from the tribes started spreading their message and bringing the loyalty among the youth for Taliban and become a melting pot for jihadis from all over the world. The traditions of tribal people were affected by the more conservative interpretation of Islam favored by the Taliban. Thus a large number of people of the FATA joined the Taliban in fighting against the Northern Alliance. One more thing to be considered as a flaw by government of Pakistan was that at that time Movement of men and material across the international border between Pakistan and Afghanistan was unregulated and this given freedom to all sorts of intelligence agencies and people around in the world to settle in this area on the name of jihad. The 1997 elections were the first held in the Tribal Areas on the basis of universal adult suffrage. According to the electoral rolls prepared for the 1997 elections, the total number of registered votes was 1.6 million, including 0.4 million female votes. The extension of adult franchise in FATA was a longstanding demand of the people of Tribal Areas. But the successive governments of Pakistan had been postponing this decision due to their policy of appeasement towards the tribal chiefs (Maliks), who feared the loss of their entrenched privileged positions in the areas in case method of direct elections was introduced. The FATA region is very rich in mineral resources. There are viable reserves of marble, copper, limestone and coal. But due to lack to technology, developed human resources and investment there is no chance of their exploitation in a profitable manner. Government has done nothing remarkable in regard of development in tribal belt. From decades Mistrust and deceit remained the only formulas by the government.

265

Conflict Management The story does not end over here, after attacks of 9/11 the situation in area became more complex than ever, when due to U.S. demands to control militants in the tribal lands Pakistan declared itself as partner of NATO against the non-ending war on terror. Pakistani government has lost a lot in this war in terms of economy, Army, respect and trust among the local peoples, resources and a lot more. But at the end government has noting in hand. The situation seems out of control and no-go areas have been marked in country. Talibans control in the area is stronger than ever in the past as the tribal lands continue to serve as a training base for terrorists and the Taliban. The Afghan and Pakistan Taliban, al-Qaeda, Chechens, and the Islamic Movement of Uzbekistan are among the militants who train and take refuge in the tribal region. At the last it would be better to say that Taliban are the winners in the region and $10 billion investment from America in the form of add to fight against Taliban has zero result.

Evaluation and recommendations

Aggressive military attack against the militants. The advantage of using aggressive behaviour against the militants is that the military will be able to finish the militants resulting in safe and peaceful Pakistan. Yes there will be lot of bloodshed but when the military is done with it we will see a new and harmonious Pakistan.

Stable Afghanistan with American influence. If Afghanistan is stable it is in the interest of Pakistan. The bilateral trade will increase in Pakistan and Afghanistan without facing any attacks from the militants. there will be less migration of Afghani people. People will be able to freely trade with the Afghanis. It does have a drawback that because of this the nato forces will leave Afghanistan and the fuel which Pakistan was supplying them and getting revenue will be lost. And also the people or the drivers of the trucks of nato supplies will be unemployed.

266

Conflict Management

Development of tribal areas. (Build schools, dams, Hospitals, build a Transportation system, universities, parks, sports complex) By developing the tribal areas we will develop Pakistan . as education is important for the success of every nation so by building schools universities in those areas we will help our nation prosper. Hospitals, dams, and parks these all will help the people and which will give in the development of our country. Because of this people will get literacy rate will increase people will get employed and so the standard of living of those people will increase as well. The startup cost of this project will be high but it will be recovered soon.

With draw from alliance against war on terror. If we withdraw from the war against the terrorism America will stop giving us money for our military expenses and also the number of militants will increase resulting in instability of Pakistan. The roads will not be safe for an individual to walk. But if we

Peace Jirgas. (peace agreement with Talibans) Peace jirgas can be arranged to solve the problems but for this everyone will have to keep their ego aside. Listen and discuss calmly which we have seen in the past years in not being done. As in 2004, the Pakistani government reached a deal with Pakistani Taliban led by Nek Mohammed in South Waziristan but it wasnt that successful. In September 2006, the Pakistani government reached a controversial peace treaty called the Miramshah agreement with North Waziristan tribal leaders and members of the Taliban. As part of the accords, Islamabad withdrew troops, released 165 militants, agreed to economically compensate tribe members for their losses, and allowed them to continue carrying small weapons. In return, tribal leaders said they would stop the infiltration of militants across the Afghani border and prevent attacks on the military. In March 2007, the government signed another deal with pro-Taliban militants and tribal leaders in the Bajaur agency. The tribesmen and the militants agreed not to give foreign militants safe haven in the area and the government pledged not to make arrests without consulting tribal elders. So we wouldnt recommend this as the jirgas have not been quite successful they have been in favor a little but not too much.

267

Conflict Management

Pakistan can do better without fata Federally Administered Tribal Area (FATA) is a very vital trade route to Afghanistan and Central Asia and therefore has a lot of strategic significance. Pakistan will not be better off without FATA. The best option will be to gradually give FATA a provincial status with an elected assembly to run the affairs of the area. Before the insurgency started in 2003/2004, FATA had a system run by Maliks but this has now been total demolished by the Pakistani Taliban and it will be really hard to bring it back. Democracy is the key here and sooner FATA has some sort of autonomy to run its affairs through democratic tools, the better it will be. Political emancipation will help local people bring about vital changes to their economic structures and will help in cutting the roots of militancy in the area.

Industrialization of FATA. Industrialization of fata will result in higher employment rate. People will get jobs. Revenue will be generated for individuals and the country. But there is a lot of risk in industrialization of fata as if one invests a lot of money there and the situation their gets bad then the investment will be lost.

Fata as New province. Fata can be a made into a separate new province. Because of which they will have their own provincial assembly, governor and chief minister, and so as the local government will then have to take care of that area and it may be helpful. But in the making of the local government there may be a few conflicts as to who will be the chief minister and the governor, which tribe will be in power etc. the government will have to give a separate budget to the province which we right now cannot afford.

Strengthening local tribes resolve against the militants. We can also give the power and the weapons to the local tribes to deal with the militants themselves. The government can leave it to the tribes to how to handle the militants its their
268

Conflict Management

choice whatever they do to finish the militants. But if we do this then the government wont have any authority there, and they wont be able to interfere their. Secondly its the duty of the government and the armed forces to deal with the militants they have to protect the civilians, so if the tribes deal with the militants themselves then the armed forces wont be doing their duty. So by evaluating all the above recommendations we choose the third option because if we develop that area it will benefit everyone. People will be educated their standard of living will increase. Building roads and providing services can function as one step to draw tribal leaders into the system. Due to new roads it will be easy for everyone to travel so as a whole it will benefit Pakistan and it will help our country, from a developing country to a developed nation and become a first world country. And we will be able to represent our country as a peaceful stable and dignified country in front of the whole world.

269

Conflict Management

Bibliography Sikander, Hayat 2009, FATA - The Federally Administered Tribal Areas of Pakistan, www.blogger.com, Pakistan. Zissis, Carin & Bajoria, Jayshree 2007, Pakistan's Tribal Areas,

http://www.cfr.org/pakistan/pakistans-tribal-areas/p11973. Curtis, Lisa and Phillips, James 2007, Revitalizing U.S. Efforts in Afghanistan, The Heritage Foundation 2007.

270

Conflict Management

Group 3
Theme of Case Study: The Curse of Sectarianism in Pakistan

Group Members:
Raja Atisam Sajid (Group Leader) Abd ur Rehman Hashmi Muhammad Naveed Afzal Muhammad Zubair Ejaz Muneeba Awan Hasan Javid

271

Conflict Management

EVOLUTION OF SECTARIANISM IN ISLAM:

After the era of Holy Prophet (P.B.U.H) and the Caliphs Khalifas in Islam, Muslim Ummah faced many dilemmas, amongst them was one major issue of being divided into different sects and sub sects because of certain different perspectives, which prevailed in the minds of Muslim Ummah over the time. The primary reason for this can be the political evolvement which led to many differences amongst the Muslim Ummah during the time of the companions of the Holy Prophet (P.B.U.H), it can be termed broadly as the evolution of Political Sectarianism in an Islamic society that contributed as a base of sectarianism in Islam, the secondary major root cause was the conflict on the differences of mutual beliefs and practices under the Islamic ideology. The Muslims had a basic conflict on the beliefs therefore in the prehistoric data the first sect that came into existence was Mutazili Firqa who had different perspectives and mindsets. For example they called Quran-e-pak as a Being creation (Makhlooq) of Allah, while the companions or Sahaba-e-Karaam termed and referred to it as the Kalam or Holy Scripture of Allah. Later on the Muslims divided into two main sects under the difference of beliefs and practices Ikhtalaf-e-Aqida, one sect was the Ahl-e-Sunnat-wal-Jamat and the second contradicting to it was Ahl-e-tashi.

FACORS THAT CONTRIBUTED TO THE DIFFERENCES BETWEEN SHIA AND SUNNIS:

The main conflict which emerged between these two sects relied upon the differences of beliefs and practices, for example the Ahl-e-tashi had a perspective of Aqida-e-Amamat which stated that after the Holy Prophet (P.B.U.H), the one who has to be ranked as the Imam-e-Alla or Imam-e-Awal is to be the successor or Janasheen of the Holy Prophet (P.B.U.H) and they termed them as Innocent Masoom and perceived that they are individually appointed by Allah; Himself and are informed by the divine revelation. Therefore according to Ahl-e-tashi the Imam-e-Alla after the death of Holy Prophet (P.B.U.H) is Hazrat Ali (R.A), following him was his sons Hazrat Hassan and Hazrat Hussain and then the line of succession went to Imam Zain-ul-Abideen, Imam Baqir, Imam Jafar Sadiq with whom Fiqh-eJafaria is affiliated. Then later on after Imam Jafir Sadiq the imamat goes to his son Imam Musa Kazim 272

Conflict Management and then to Imam Ali Raza and so on, by then eleven Imam were appointed under the Ahl-e-Tashi sect and the twelfth Imam who is also called as Imam-e-muntazir is Imaam Mahdi. Ahl-e-Tashi refer to all the twelve Imams as being innocent or Masoom in Islamic perspective who have never committed any mistake voluntarily or involuntarily, whereas the Ahl-e-Sunnat believe that no other individual, after the prophets can be termed as innocent because there can be no one who is fully innocent of performing any mistake or sin, they believe that Sahabah-e-Karaam are saved, as Allah; Himself has promised to saved them. If sahabah-e-karaam made any mistake they were forgiven by Allah even then they cannot be termed as innocent or Masoom as only the Anbiya Karam or prophets can be considered as fully innocent in front of Allah as there can never be a mistake that have occurred from them, they are the ideals for humanity and creation from all perspectives. Similarly the second difference between Ahl-eSunnat and Ahl-e-Tashi was of the fact that after the death of the Holy Prophet, Ahl-e-Tashi consider Hazrat Ali (R.A) to be the first Khalifa as a janasheen successor of Holy Prophet (P.B.U.H), whereas the ahl-e-sunnat consider and firmly believe Hazrat Abu Bakar (R.A) to be the first Khalifa as Khalifa-e-Barhaq, after him Hazrat Umer (R.A) then Hazrat Usman (R.A) and the last Khalifa was Hazrat Ali (R.A), so this was the second major difference. The Shias believe that the Messenger of Allah (S.A.W.S.) under Divine orders, appointed his successors, who were to be twelve in number and who succeeded each other continuously. The first of them was Ali Ibne Abi Talib (A.S.) and the last, Muhammad ibn-e-Hasan al-Askari, al-Mahdi, al-Muntazar (the awaited one).

Some other conflicts that prevailed included mostly the conflicts related to the compilation of the Holy Quran, the Ahl-e-Tashi questioned the existing Holy Quran that is this final and pure version of the divine revelation of Holy Quran, which was sent by Allah? They believed that it was altered and changed and had a perspective and were of the mind that the twelfth Imam, Imam Mahdi has the original and genuine compilation of Holy Quran with him and he is resting in a cave in Samra, Iraq. So these were the basic differences of belief, Ikhtalaf-e-Aqida that led to the root of sectarianism in Islamic era and is dominating the Islamic societies even till today and at a huge level. These differences show there effects till today and can be seen in the context of the killing and harassment of the Hazara community in Quetta, that is being practiced for years, and the excesses being committed against the Shias in the Kurram Agency. The other small sects which existed during that time was called as Motazila, these Motazili thoughts have almost become extinct and are now found rarely around the world therefore no such sect is existing now on contemporary basis however some of the decendents of Motazili
273

Conflict Management

sect are found in the areas near Masqat, Oman. Another sect that came into being was named as Khaarji also termed as Haloria this also is now extinct and has diminished over the time.

274

Conflict Management

Sunnah Adherents called Meaning of name Current adherents Percentage of total Muslims Primary locations Sub-sects Origins Sunnis "Well-trodden path" or "tradition" 940 million 90% Most Muslim countries None, but four major schools of Muslim law are recognized c. 632 CE; theology developed especially in 10th cent.

Shia (or Shi'ah) Shiites, Shi'i "party" or "partisans" of Ali 120 million 10% Iran, Iraq, Yemen Ithna 'Ashariyah (Twelvers; the largest), Isma'iliyah and Zaydiyah c. 632-650 CE; killing of Ali's son Hussain in 680 CE is major event

True successor of the Prophet

Abu Bakr, father of the Prophet's 'Ali ibn Abi Talib, husband of the favoured wife, 'A'ishah (elected Prophet's daughter Fatimah by people of Medina) (designated by the Prophet) Tribe of the Prophet (Quraysh); later, any qualified ruler Imams Human leaders

Qualifications for ruler of Islam current leaders identity of imams

Family of the Prophet Mujtahids Infallible manifestations of God and perfect interpreters of the Qur'an Was already on earth, is currently the "hidden imam" who works through mujtahids to interpret Qur'an; and will return at the end of time

Al-Mahdi

Will come in the future

Religious authority other than the Qu'ran

Ijma' (consensus) of the Muslim community

Infallible imams Emphasized

Concealing faith for self- affirmed under certain protection (taqiya) circumstances

275

Conflict Management

THE EMERGENCE OF DIFFERENCES BETWEEN AHL-E-SUNNAT AND THEIR DEMARCATION INTO DIFFERENT SUB-SECTS:
The difference between Alh-e-Sunnat is mainly based on Fiqhi differences. These Fiqhi differences emerged in the form of four basic Masalik that are founded by Imam Abu Hanifa (R.A.), Imam Maalik (R.A.), Imam Ahmed Ibn-e-Humbal (R.A), and Imam Shafi (R.A). These differences just focused mainly on which act is better and which act is best to be done, or for the same situation what does Holy Prophet (P.B.U.H.) performed prior and what he performed later. All these Imams come under Alh-e-Sunnat-wal-Jammat. The differences are minor and all Alh e Sunnat followers accept following any of the Imams. When we see around us we come to know that in our neighbourhood there are different mosques on Hanafi and Humbali Masalik but in Saudi Arabia during Hajj everybody performs prayer before one Imam. This means that the conflicts over such differences back in our country serves the need for the 3rd party. This 3rd party, which is getting benefits, does not want the Muslims to be united. If we look in the history, we would observe that such conflicts and fights over Masalik are more prominent today than ever before. These conflicts are also arising due to the lack of knowledge of Muslims over the religion. Had we have enough knowledge; we would not have be fighting on such differences in the first place. For example, there are two folklore;(Riwayat) about Rafa Yadyain, now the difference between Imams is whether this act in prayer was done prior and later on it was not followed by Holy Prophet (P.B.U.H) or reverse is true. Imam Hanifa (R.A.) claimed that Rafa Yadyain was later on not followed and were observed previously so it is better not to do it while offering prayer whereas Imam Ahmed Ibn-e-Humbal (R.A.) claims otherwise. But such differences are not between Farz and Wajib, so both are acceptable. It goes with whether to say Ameen aloud or not during the prayer. So fighting over such acts is useless and divides the Muslims for no reason, as there is no sin factor attached to the following or not following such acts.

276

Conflict Management

The second topic that arises here is that why did these conflicts start within the Ummah. The whole Ummah would have been together on one platform if such differences were not there. Our preachers inflict these differences upon us and they were bound to happen just because of the specific words attached to some of the teachings in Islam as these words were sent by Allah, so they could not be changes yet were interpreted in different contexts. For example, the Holy Quran states that the woman who has been divorced three times will have to wait Salasa-tin-Qurooh before she can get married again. But what does Qurooh mean here? As you know that in Arabic language the same word can have positive as well as negative meaning at the same time. One meaning of Qurooh is periods while another meaning is cleanliness. For women periods and the days of cleanliness have totally opposite meanings. This is why the Aima have differences on the meaning of Qurooh. The Holy Quran does mention the word but does not provide any clear interpretation, neither it is evident from Hadith. This in turn gave rise to differences in opinions of different Aima. Imam-Abu-Hanifa interprets the meaning of Qurooh as cleanliness while Imam Shafi interprets it as periods. This gave rise to inconsistency in the meaning of Idat. These interpretations are based on research done by each Imams. Imam Abu Hanifa read the Ayah and gathered facts from sources to reach the conclusion of cleanliness. On the other hand, Imam Shafi interprets it as periods based on his own reasoning and research. Similarly, Aima also have variance in the interpretations of the end of Maghrib. Some Aima agree that the end of redness on the horizon after sunset ends the time of Maghrib. Imam Abu Hanifa has the opinion that after this redness, a silver lining also appears on the horizon and as long as this silver lining remains the Maghrib time has not ended. As soon as the silver lining ends and darkness prevails, only then the time of Isha starts. Now this conflict is based on a word Shafaq which appears in Ahadis stating that Maghrib will end as soon as Shafaq ends. The word Shafaq is a dual meaning word in Arabic. One meaning is the redness on the horizon after sunset and another meaning is the silver lining that appears after the redness. Imam Abu Hanifa has argued with reasoning that Shafaq means the silver lining that appears after the redness. Imam Shafi interprets it only as the redness. This gave rise to Fiqhi conflict. So the first reason lies in the multiple meaning words used in the Holy Quran with no interpretation of it. These multiple interpretations from Aimas own
277

Conflict Management

perspectives gave rise to conflicts. Aima interpreted the meanings of these words according to their own research and reasoning and thus gave birth to these Fiqhi conflicts. Current scenerio and the factors associated to them: President Musharraf had rightly said that the greatest danger to Pakistan comes not from without but from within, in the form of religious extremism and sectarianism. Suggest measures to control and curb this menace. Violence because of sectarianism and religious extremism is an unpredictable menace. The bigots and the evil minded selfish natured people are behind this hypocritical act relating to the security concerns of many nations same is the case for Pakistan. Unfortunate is the fact that usually the third world Muslim countries have been and are being constantly threatened by these devils minds.

The history of sectarian violence in Pakistan can be linked back to the war against the Soviet occupation of Afghanistan. As a result various acts of sectarian violence were noticed caused by both the external and internal influences making Pakistan unstable. Each act of sectarian killing provoked a cycle of revenge killings as a result. Civilian Governments failed to control the menace and their failure in turn allowed the religious militants to establish themselves and strengthen their footings in Pakistan. But one of the major factors that contributed to sectarian outburst has been the states failure to deal with the element of criminality in sectarianism. Most of the perpetrators of horrible crimes against the minorities have remained untracked or are avoided because of the corrupt leadership. Cases against sectarian leadership have failed because of police reluctance to place evidence against them before the courts. Across the country, bookshops, magazines, and even walls at times are full of publications that preach hatred against non-Muslims and the various Muslim sects and call for violence. Oral statements are made to the same effect from a variety of platforms. Members of minority communities are receiving death threats through letters signed by persons who can be identified by the addresses of their organisations and phone/fax numbers. By declining to proceed against these hate-preachers the state indicts itself of complicity with some of the most despicable criminals in the country.
278

Conflict Management

Meanwhile the alternative, a liberal democratic model, has been thoroughly devalued in Pakistan by a grasping, incompetent and corrupt establishment and ruling elite that has shown itself incapable of leadership and of recognizing even its own enlightened self-interest. As population has grown and expectations have risen larger sections of the population are becoming marginalized. They have continued to vote but with less and less commitment to the political parties to which they belong. This seems particularly true for the two major parties. Firstly, the size of the population threatened by the wave of sectarian violence has increased by a wide margin. Secondly, the targeted groups are no longer threatened with loss of job or property; their right to life itself is denied. And, thirdly, the addition of minority bashing to the Al Qaedas agenda has greatly enhanced the strength of the forces that are challenging the state of Pakistan in this regard.

POSSIBLE MEASURES TO BE INCORPORATED IN THE ISLAMIC SOCIETY TO AVOID THE DILEMMA:

The conflicts with in Muslim Ummah about their beliefs cannot be ended easily. The sects of Muslim Ummah who are at one plat form and have unity are Ahl-e-Sunnat-wal-Jammat, but they have conflicts on the basis of knowledge and how do they perceive that knowledge and make use of it. The recommendations can be: y y Do not discuss the issues in front of the public: Scholars do not discuss the issues and the main points which can build up conflict in front of the public, because it creates conflict within the society between sects. So, to avoid it scholars do not discuss it. y y Give knowledge of basis beliefs only. Scholars just give the knowledge of basic beliefs and core concept to the public (Muslims), it includes basic knowledge which may be like: Believe on Day of Judgment, Believe on Angels and Believe on basic beliefs/knowledge y They can also introduce a specific place for the people to get their differences recorded:
279

Conflict Management

Just like in England a specific park is appointed for such cases where the people record their protests and conflicts, by this the humiliation of others beliefs can be avoided and the situation can be handle y Scholars discuss their knowledge within their boundaries: conflicts

Scholars discuss their knowledge and beliefs within their boundaries and resolve their

within the group where they are discussing their conflicts. So, that no one can hear about it and no one can create problem. If we can do this and adopt these we can surely stand up at one plate form with unity in the long run.

COST BENEFIT ANALYSIS:

Alternative no.1: Scholars and Ulemmas can use the way of discussing and propagating the basic beliefs only and the institutions along with the individuals who are involved in turning the sectarian differences to blood shedding situations should be punished by the law enforcing agencies. Advantages: Basic beliefs of all the sects (e.g. believe on Day of Judgment, believe on angels etc) are the same and discussing the basic beliefs only will reduce the chance of generation of a conflict at the first place. The punishment mechanism will limit the behaviour of those social evils that are working to damage the peaceful environment and are distorting the beliefs of the individuals who want an honest practice of our religion Islam. Alternative no.2: Scholars and Ulemmas can discuss and resolves the conflicting issues in a specific place where people may record their verdict in a closed system so that there is limited amount of criticism of one sect upon the other sect.

280

Conflict Management

Advantages: People are found to be very rigid, emotional and reactionary when it comes to their religious beliefs. It is very hard for anyone to bare the criticism on the beliefs that he/she has been following from generations. Discussion of the conflicting issues in a closed or a specific place will help the scholars to come upon a solution more quickly. The sentiments of the other sects will not be harmed.

CONCLUSION:
The sectarian differences are growing day by day and the intentional conflict generation between the sects by some bodies is damaging the social harmony of the Muslim Ummah. As Islam is a religion of peace, we all should work our best to discourage the activities, which are damaging for every sect. The preventive measures include the implementation of the strict law that any organization that will be found playing or blurring the national security will have to face strong consequences of its actions. A strict adoption of rules will enable to prevent this organization for the further spread of violence or any harm to the country. The vigorous enforcement of laws is desired in every respect. The spread of education is another aspect, which can create awareness among the people between the right and wrong attitudes. At the end of the day it is Islam that is the supreme religion, which binds us all, belonging to different sects but worshipping one Allah and having faith on His angels, books, Prophets and the Day of Judgment. Since Pakistan came into being in the sacred name of Islam and the relevant provisions of the Islamic system are also incorporated in the Constitution, therefore, this house recommends to the federal government to make an early announcement about the enforcement of the Islamic system and carry out dispensation of justice in the courts according to it. Similarly, all civil and criminal laws be also made in accordance with the Islamic spirit of the Constitution and enforced in the country.

281

Conflict Management

Group 4

Theme of the Case Study: Kalabagh Dam Controversy

Group Members:
Muhammad Faisal Sajjad- (GROUP LEADER) Anum Raza Sana Javed Zain ul Abdin M. Adnan Nawaz Hamad Khan

282

Conflict Management

Introduction to Kalabagh Dam

Kalabagh is a small village situated in Mianwali District of the north-west Punjab province, bordering the Khyber Pukhtunkhawa province. This small village got importance because of its naturally designed location feasible for the Dam. The Kalabagh dam was a mega water reservoir that the Government of Pakistan was planning to develop across the Indus River, one of the world's largest rivers. The Kalabagh dam is controversial for many reasons. A key reason has to do with the decision making process. This process is highly centralized, politically coercive, the belated decision for consensus notwithstanding, and technically flawed. WAPDA, the administrative and technical authority, appears bent upon an ex-post vindication of a politically motivated decision. Regrettably, when the need aroused for broad-based stakeholder consultations; as a basis for informed and democratic decision making, the existing moved towards even greater centralization. For instance, the rotating chairmanship of the Indus River System Authority has recently been converted into a permanent appointment, provincial resolutions against Kalabagh have been given short shrift, the Council of Common Interest (CCI) has consistently ignored the matter and community concerns continue to be met with obvious disregard. No wonder then that the political leadership in the smaller provinces and civil society are up in arms against Kalabagh. (Khan)

History and Background of the Controversy

In 1960 in the tenure of Ayyub Khan when he signed the Indus Basin Treaty, according to which rivers Ravi, Sutlej and Bias were given to india for 80 million rupees and finally Pakistan was allowed to construct Kalabah Dam on River Indus. Unfortunately before starting its development process the government of Ayyub Khan was ended. After ayyub khan when Yahya Khan started his rule Pakistan was divided and this project didnt proceed. When Zulfiqar ali Bhutto came in power he got busy in the internal political situation of the country thus the chapter of the Kalabagh Dam closed.

283

Conflict Management

When General Zia ul Haq started his rule the Afghan War started and since it has been pending. Finally in 1984 general Zia ul Haq ordered to construct Kalabagh Dam and in his tenure its project was designed with the assistance of the United Nations Development Program;

supervised by the World Bank, for the client Water and Power Development Authority of Pakistan (WAPDA). Following the submission of its Project Planning Report it was put up to the Federal and Provincial Governments for approval. This task was completed in another two and half years and the project was poised for start of construction in mid 1987. In 1999 General Musharraf took over the rule and in December 2004, he announced that the dam would be constructed in the larger interest of Pakistan. On May 26, 2008, Federal Minister for Water and Power of Pakistan, Raja Pervez Ashraf, stated that "Kalabagh Dam would not be constructed" due to the "opposition from Khyber Pakhtunkhwa, Sindh and other stakeholders, the project was no longer feasible". It was estimated the cost of the dam to be US$ 3.46 Billion at June 1987 and was scheduled to be completed in 6 years, with first generating unit to be functioning in April 1993, but unfortunately, this program could not be materialized. ( kalabagh blog spot)

Importance of Kalabagh Dam

Dams have been built in Pakistan mainly to provide low-priced hydroelectricity and water for irrigation, domestic and industrial use, and for flood control. And Pakistan heavily relies on it generating hydroelectricity as a reliable internal source of energy supply because fossil fuel extraction isnt exactly a strong point for Pakistan. It is not uncommon for flooding of agricultural fields to occur during the monsoon season and in the dry season; there is usually insufficient water for agricultural production. A storage dam providing irrigation water during dry spells will enable multiple crop cultivation throughout the year. Theoretically, therefore, a dam project will lead to an increase in farm productivity and income. And as Pakistan is an agriculture country thus it relies on the level of different crops yield.

284

Conflict Management

Construction of Kalabagh Dam would result in more electricity generation capacity; Kalabagh Dam on the Indus River would be a multi-purpose hydroelectricity irrigation project that could have added 2,400 MW generation capacity. This multi-purpose project would have had a live storage capacity of 6.1 million acre feet (MAF), ideally making up for the capacity loss in reservoirs, it would make substantial contribution to firming up the irrigation supplies not only for new projects but additional allocation agreed by the provinces under Water Apportionment Accord (WAA) of 1991. Further, it would add a large amount of cheap hydropower to the National Grid through its 2400 MW (Ultimate 3600 MW) installed power. The energy generated at Kalabagh would be equivalent to 20 million barrels of oil per year. Kalabagh would reduce the frequency and severity of flooding along the Indus. The overall direct benefits of Kalabagh Dam would be around Rs. 25 billion per annum, thus the investment cost of project would be repaid within a period of 9-10 years. ( kalabagh blog spot) (Khan)

285

Conflict Management

Roles of Different Provinces in Development of the Kalabagh Dam Conflict

The proposed construction of the Kalabagh Dam triggered a controversy among the three provinces of Pakistan, namely Punjab, Sindh and Khyber Pakhtunkhwa. Punjab has been the only province in favor of the dam. The other three provinces have expressed displeasure: the provincial assemblies of these provinces have passed undisputed resolutions rejecting the proposed dam. According to some small controversial groups, the tail ender has a legal and natural right on river. Mostly Pakistani politicians try to use India as an excuse to explain the mismanagement of water resources and shortage of water availability for irrigation and power generation purposes. According to WAPDA with increased population, Pakistan is fast heading towards a situation of water shortage. Per capita surface water availability was 5,260 cubic meters (186,000 cu ft) in 1951, when population was 34 million, which has been reduced to 1,038 cubic meters (36,700 cu ft) in 2010 when the estimated population is 172 million. The minimum water requirement to being a "water short country" is 1,000 cubic meters (35,000 cu ft). Impact assessments of the planned dam have shown that while it will provide storage and electricity, the dam will also: y y Have undesirable impacts on the environment, as can be expected from any large dam. It will also compel large number of peoples to migrate form their homeland.

While proponents point to the benefits, the adverse factors have been played up by the opponents of the dam. As a result, the dam has been stalled by claims and counterclaims since 1984. The various provinces point of view are given below. (Khan)

Punjabs Point of view

Punjab believes that Kalabagh Dam is necessary to fulfill national need for more water to keep up with the growing population and industrial demands on agriculture. A dam at Kalabagh would also supply cheap hydro-electric power to the whole country. The annual outflow of water into
286

Conflict Management

the Arabian Sea is considered a "waste" in Punjab, which feels that water can be used to irrigate infertile lands in southern areas of Punjab and northern areas of Sindh. Punjab Government wants not just Kalabagh, but also two more large dams on the Indus, at Bhasha and Skardu/Katzarah in northern areas of Pakistan. It feels that the Kalabagh site is the most favorable, compared to the other two, as unlike other two projects Kalabagh project includes construction of several irrigation canals to fulfill the growing demand for agriculture in Pakistan, and that it should be built first. Bahalwalpur and Bahawalnagar will get most of the water stored in Kalabagh Dam. On the other hand, Punjab has been severely hit by Kalabagh Dam being not built. In the early 1960s, Pakistan had agreed to a deal with India over the royalty of rivers. The royalty of two rivers Satlej and Biyas was given to India. Since then, the river Ravi, Satlej and Biyas are only used as flood Release Rivers by India. Pakistan government was allowed and funded to build this dam only because they had agreed such deal with India. Now Pakistan hasn't built the dam and has also barren a large area of Punjab province by selling its three rivers. Punjab's view is that a dam of above 3,000 MW productions can finish all the energy crisis of Pakistan. Overall, it will help Pakistan to grow further as electricity produced by water is cheapest compared to all other resources. Punjab has also agreed not to claim any royalty on generation of resources from Kalabagh dam. (Khan) Sindhs Point of view

Sindh is the lower riparian and strongest opponent of KBD. Sindh presents many objections against the proposed dam: y Sindh objects that their share of the Indus water will be curtailed as water from the Kalabagh will go to irrigate farmlands in Punjab and North-West Frontier Province, at their cost. Sindh wants to hold their rights as the lower riparian have precedence according to international water distribution law. y The coastal regions of Sindh require a constant flow of water down the Indus into the Arabian Sea so that the flowing water can keep the seawater from intruding inland. Such seawater intrusion would literally turn vast areas of Sindh's coast into an arid saline
287

Conflict Management

desert, and destroy Sindh's coastal mangroves. y Sindh claims that the current flow of Indus River downstream of Kotri Barrage is only because of rain. Hence in years of low rain, Sindh qualms the Indus would stop flowing. Sindh, which is a lower riparian of River Indus, has constantly felt threatened by Punjab and has bitterly disputed the figures of water availability advanced by WAPDA, citing legal, economic, ecological, geomorphologic and many other reasons for opposing KBD.

The Kalabagh site is located in a highly seismic zone near an active fault, and the underlying rocks are likely to contain numerous fractures, causing the reservoir water to seep through the catacomb of fractures and discharge at the lowest point around the reservoir and the Indus River. Damming the Indus has already caused a number of environmental problems that have not yet addressed. Silt deposited in the proposed Kalabagh dam would further curtail the water storage capacity of Manchar Lake and other lakes and of wetlands like Haleji Lake. From the past experience of the operation of Taunsa-Punjnad and Chashma-Jehlum canal, people in Sindh perceive that Punjab plans to allow the civil works or the canal system to be constructed as projects of national survival and run the surplus water for a few years to establish precedence and develop water users, who will then apply pressure to keep the water supply running. Later, when the water rights are well established in Punjab, they can force the lower riparian (or dont even ask) to accept the fait accompli and keep the water supply running since the tap is in the hands of the upper riparian. (Rizvi, 2000) Khyber Pakhtunkhwa's viewpoint

The Khyber Pakhtunkhwa has two main objections to the dam: y Punjab has low credibility and doubtful sincerity when it comes to fulfilling promises. It does not stop even if it has to break the constitutional guarantees (at least the current government of Punjab, which is of the Pakistan Muslim League (N)). Stopping of wheat supply at check posts for investigation is one such example (this is not allowed in the Constitution of Pakistan). ANP claims that the running of Cheshma-

288

Conflict Management

Jhelum link canal and over drawing of water from Tarbela is a common feature. The entire system and canal of Ghazi- Barotha hydro electric project runs in KhyberPakhtunkhwa, however the electricity generating turbines were installed just 500 meters inside Punjab so that the royalty is denied to Khyber Pakhtunkhwa. While the reservoir will be in the Khyber Pakhtunkhwa, the dam's electricity-generating turbines will be just across the provincial border in Punjab. Therefore, Punjab would get royalties from the central government in Islamabad for generating electricity. Although, Punjab government has agreed not to claim any royalty on generation of resources from Kalabagh dam but their past decieveness has transformed the views of others of looking at their promises as self-opportunist attitudes rather than compliance to whole advantage.

Another concern is that large areas of Nowshera District would be submerged by the dam and even wider areas would suffer from water-logging and salinity as has occurred with the Tarbela Dam. As the water will be stored in Kalabagh dam as proposed, that will give water level rise to the city that is about 200 km away from the proposed location. However, engineers having expertise on dam construction repeatedly deny the opinion that Nowshera city could be submerged by the dam lake. (Khan)

Baluchistans viewpoint The largest province of Pakistan, Baluchistan, does not touch River Indus and is not a riparian in the strictest sense. Still the Pat Feeder canal from Guddu Barrage, with 3400 cusecs of water, irrigates about 300,000 acres in the province. And with a recent request of Baluchistan Government to remodel the Pat Feeder canal, the flow is further expected to be increased to 6000 cusecs, irrigating a further 200,000 acres. Baluchistans opposition to KBD is therefore based on its uneasiness that future requests for more water from River Indus will meet little success if KBD over stretches the demand of water in Indus River system. In addition, with the revised distribution of water in the post KBD scenario, Baluchistan fears a further reduction in its share of irrigation water usage, which is already very low. Balochistan is not directly affected by the dam as such. Rather, most nationalist Baloch Sardars claim the dam
289

Conflict Management

an instance of Punjab lording it over the smaller provinces. They have however, not included the dam in any of their statements after its cancellation. (Rizvi, 2000)

Present Attitudes towards the Kalabagh Dam Pending Issue

Pakistan Army Stance on the Kalabagh Dam

We visited a serving Major of Pakistan Army to know about the stance of Pakistan army on the Kalabagh Dam conflict. He told us that army is officially under the government of Pakistan and the stance of the government should be the stance of Pakistan Army too in real text book scenario. But as Army tends to be and is the most disciplined and powerful institution of the state it has its own view point of every dispute. In army also the point view might differ individually on the bases of the people belonging to different provinces have their support for their respective provinces but being an institution where you cannot go against the decision of the army we support the construction of Kalabagh dam because of its importance in terms of water storage, natural location as it is a natural dam and moreover the generation of electricity from the dam is also very important and in the given conditions of the country it is vital because we are already running short of the electricity production and it is the most severe problem for the industrial economy of the country. Major Alvi also told us that the reason army is not interfering this issue is to avoid any sort of anti state disturbance because army is the symbol of the federation and such interference can be disastrous for the army because provinces would then perceive army as a part of one province and the hatred against the army would also increase. So Pakistan army is waiting for the consensus between the provinces to develop so that all the activities that would endanger the federation are diminished. In the end Major Alvi concluded the army stance on the Kalabagh dam saying that the point of view of Pakistan Army might be the result of the fact that army is dominated by the Punjabis so it would be possible that because of the Punjabis dominance the army is supporting the Kalabagh dam project. He said that it might be his personal opinion and reality would have been different
290

Conflict Management

because decisions are made in the General Head Quarters but Sindh and Khyber Pakhatoonkwah might have the thinking which I do have about the stance of the army. He also said that the end of dispute ultimately seems to be possible only through the intervention of the Army because the point of views of provinces vary greatly and are rigid also the provinces havent been showing any flexibility in their stances. It was believed that General Musharaff might resolve the conflict because he had all the powers at one time being president and the Army Chief but he himself came under the immense pressure of the members and his coalition partners from Sindh like MQM, JISQM, Muslim League Functional and Peoples Party. (Appendix 2 for Interview Questions) Establishment and Bureaucracy Stance on the Kalabagh Dam

After that we visited Director General Press Information Department (PID) to know the point of view of the bureaucracy and the establishment. Mr. Chauhdary Rashid Ahmed told us that the establishment is in favor of the Kalabagh dam given the government in federal is from Punjab or the Military is ruling the country but when it calls for the Peoples Party Government in the federal Kalabagh dam issue is either set aside for delaying purposes because PPP has been against the Kalabagh dam project since its beginning. He told us that the bureaucrats have always supported the Kalabagh Dam in the best interest of the country and they want the dam to be built soon and become operational because of its importance which was the same as mentioned by Major Alvi. Chauhdary Rashid told us that the feasibility reports have been sent by the establishment to every government to start the project as soon as possible but every government has delayed this project to avoid the inert provincial conflict that could prove to be disastrous for the federation. He said that governments remained stick to Kalabagh project only in the past and had never given importance to the other projects they should start the other projects in the meanwhile and wait for the conflict to be resolved. In the end he told us that whatever should its importance be the project should never be started without the consensus of all the stake holders involved in this project so that if it gets started its proves to be beneficial rather than starting it at the cost of the federation. He also believed that the project and the conflict can only be dealt with in the regime of a military ruler who is fair enough with all the provinces and the country. (Appendix 2 for Interview Questions)
291

Conflict Management

Political Analysis The politicians at the head and at the tail are making noise only to deafen the people. There is already a talk of consensus. This consensus could be achieved at the dinner table. The government of time will tell that it has solved a problem of the century. This is not a political issue and hence the Politians must remain in peace. The government in power must however examine the consequences, in the national interest, of the feasibility, liability and misfortunes to follow the construction of the dam. There is no need to bulldoze the issue on the strength of majority or matter of pride of a province. The Prime Minister is said to have directed members of his party and allies not to issue public statements on the Kalabagh dam. The ANP has openly opposed the construction of the dam. The advocates of the dam are in haste to suggest that this is the time when the government cashed on the opportunity to take the political heat off the issue, given its handsome parliamentary majority, and persuade its allies to see how this dam is in the interest of all the provinces. It should not forsake this opportunity out of fear that one of its allies, who have long opposed the Kalabagh dam, will be permanently alienated. The Province of Sindh could be the sufferer but it has no unity of voice of its own Assembly nor can it oppose it with one voice in the Senate. The interest groups have individual interests. But the ANP leaders have already warned that 1971 like situation is in the offing, when the West Pakistan under leadership of the Punjab could not satisfy its population-wise big brother - the then East Pakistan on matters of parity. Ghulam Farid Kathia of PPP from Punjab argued by saying in the favour of the dam the project was need of the hour. He held that it is right of every provincial assembly to pass resolutions on whatever issue it wanted. Punjab has just asked the other provinces to reconsider their stance on the issue and there is nothing wrong with it, he added. Mahmood Hayat Khan Tochi of the PPP from Punjab was of the view that Punjab has passed the resolution for the betterment of the country. He said the other provinces should reconsider their stance on the issue. Minister of State for Interior Tasneem Qureshi from PPP who hails from Punjab said that recent floods, shortage of electricity and water in the country has called for wise
292

Conflict Management

decisions keeping in view the national interest. He urged the political leadership to come up with a consensus formula for the construction of Kalabagh Dam. Chaudhry Mahmood Bashir Virk of PML-N from Punjab was of the view that time will come when other provinces will also endorse Punjabs point of view on the Kalabagh Dam. Araish Kumar of PML-N from Khyber-Pakhtunkhwa stated that efforts are being made to infuse new life in the dead Kalabagh Dam. Musharraf has said that the dam project will proceed against any opposition and that the federal and Punjabi governments will topple any provincial government that opposes the project. Of Pakistans four provinces, three provincial parliaments North West Frontier (NWFP), Sindh and Balochistan have passed resolutions opposing the dam. On December 31, four progressive parties in Punjab united to protest against the proposed dam. The rally, held in Lahore, was charged by police, and activists of the four parties the National Workers Party, the Labor Party Pakistan (LPP), the Pakistan Mazdoor Mehaz and the Mazdoor Kissan Party were beaten. Farooq Tariq, an organizer of the rally and national secretary of the LPP told Green Left Weekly by phone: The LPP opposes the dam because it will deny Sindh its share of water and turn it into a desert. We oppose the construction of big dams on environmental grounds. Furthermore, this dam will benefit the Punjab ruling class and will add to the exploitation of Sindh. All provinces except the Punjab have repeatedly opposed the construction of this dam. This democratic verdict should be taken as a referendum and the dam abandoned. ANP president Asfandyar Wali Khan told the rally: Pakistan and Kalabagh dam cannot coexist. He said that proceeding with the dam against the wishes of three provinces could lead to a 1971-like situation, referring to the civil war that saw East Pakistan split off to form Bangladesh. The Musharraf regime already faces an insurgency in Balochistan ostensibly over inequitable treatment of the Balochi people and diverting resources from that province. In March 2005, a Long March of 500 km ended in a rally of 100,000 opponents of the dam in Karachi, Sindhs capital. As early as June 1998, the day after the dam project was announced,
293

Conflict Management

protests of thousands of people around the country erupted against the proposal and protests throughout the country have continued since then. Though it seems that most of the politicians believe that the Kalabagh Dam is vital necessity of the country given the current circumstances and the upcoming future, but the problem that we are having is that the stance of the politicians regarding the Kalabagh Dam changes rapidly when they come into power. Similarly in the case of the current government those people of PPP who supported the construction of the dam totally deny it just because of the reason that they are in coalition with the other political parties from Sindh and KPK. Politicians should have a firm stance on the construction of the dam in the best interest of the country rather than their respective political parties.

Alternatives and their Cost Benefit Analysis

This project supports the construction of Kalabagh Dam due to the obvious reason that it is something that is most desperately required by this country. Pakistan is short on electric supply as well as water shortage and what is deduced from the future trends is that there will be water wars soon which means that each country and nation will be at each others throats for their share of water. Thus keeping this in mind and also the time frame that the experts have given to construct the dam it is of vital importance that the construction of the dam is undertaken immediately and this project is completed quickly or else the level of water shortage and electric supply shortage will increase. The alternatives given are in view that the dam is constructed and what alternatives are there for this project to commence. The Kalabagh Dam is a crucial need of Pakistan. The Kalabagh Dam is social service that helps in the development of Pakistan. It is essential to meet the needs of cheap energy and cheap food

294

Conflict Management

for a rapidly growing population. If the Kalabagh Dam is constructed and all its pros and cons are stated: Pros: y y y y y y y y y y y y y y Load shedding will reduce Agricultural and industrial development Other hydropower plants will also start Clean water will be available that reduces diseases Excess electricity can be exported Fishery will improve which in turn increases foods availability Economical crises can decrease Helps to control flood peaks More employment opportunities would also be available Water storage and management system will improve Will help in the future when water supply further decreases Provinces agreeing for the project will symbolize the unity of the nation Economic stability will prevail Pakistani peoples initial cries of hunger and lack of clean water will be dealt with

Cons: y y y y y
y

Gastroenteritis and other diseases will increase It will be costly May cause political unrest between the provinces Some of the landlords lands would be flooded May have to pay the local residents for inconvenience from their side May cause water logging in some of the areas of K.P.K (Carsada, Mardan and Noshera)

295

Conflict Management

Alternative 1: Start the project by making all the representatives of the provinces to sit together
and discuss their problems

This alternative would involve all the members of the four provinces to sit together have several conferences and board meetings to work out a workable solution in order to overcome their fears and ambiguities they have about the project. Facts and figures would be put forward and considered while making the decision to move on with constructing the dam. This conference must be covered extensively by the media because majority of the population in Pakistan is illiterate and thus do not understand or has ambiguities about Kalabagh dam and thus they must know that this project is beneficent for them. It is believed that the construction of Kalabagh dam would cause floods in different parts of K.P.K but there is not fact supporting this idea and thus these are just lies that politicians have come up with to stop this project form ever taking form. The benefits of Kalabagh must reach all levels of the people of Pakistan from the highest cabinets to every single person that will be affected by this mega project. Pros: y y y y y If all the provinces have an understanding the unrest between them may be avoided The construction of Kalabagh dam wouldnt have opposition All the provinces would join in to construct a much better dam as it would affect them all A dam wilth all parties in favor would be built quickly An understanding on one point may unite the provinces and give way to a trend of making united decisions y y y If there is unity between the provinces than the future of Pakistan would be very bright Peoples fears about the negative affects of Kalabagh Dam will be removed Vast communication about the project will allow people at all level to understand the decision and appreciate it y Open dialogue and communication will start a new era of the higher authority to explain their decisions to their people and no ambiguity will be there

296

Conflict Management

Cons: y y y The provinces may not come to a common understanding Construction of dam would harm the tobacco and sugarcane crops export The provinces all think of themselves first and do not consider the common benefit of the country y People may not believe or trust the project or the counsel working in favor of the dam easily y y Negative advertise may also start from the side of the opposition party The board meetings may not be held properly or biased decisions or facts and figures related to the project may be put forward

Alternative 2: Engineers and Geologist Board A board of engineers and geologist must be created and these specialists must work on the location of Kalabagh Dam and show proper results that constructing this project wouldnt cause harmful affects on the environment and also to ensure the higher authority and the people that this project wouldnt be located on the land with geological faults. This board can also recommend the locations of other dams that can be constructed too. This board of engineers and specialists is to consist of people from all the provinces assuring their people that no biased decision will be taken and the safety of all the provinces will be kept in mind. Pros: y The real picture of the geological affects the Dam will have on the environment will show y y All the problems that Kalabagh Dam may have can be dealt with at earlier stage People will have more confidence that a team of highly specialized people are working on the project y y These can better explain and answer any quires that people may have about the poject If location of Kalabagh dam is indeed not suitable than this board can come up with another location y As the specialists will be of all the provinces again people will trust the board
297

Conflict Management

Foreign engineers can give their expertise to the board, as how to construct the dam quicker

With solid team doing the pre prep for the construction the risk factor will decrease to a great extent

The dam would be build where ever its suitable, its construction quality would be of utmost importance and its construction time period may also decrease

Cons: y y If wrong analysis is done disastrous results would come up Any interference or pressure from the political party against the project would wave any chances of correct analysis y If extensive research is not carried out than it may harm the chances of the projects success Alternative 3: Enforcement of Power Another alternative to kick start the project is through the enforcement of power that is vested in to any government that comes in to power. A government can enforce the construction of the Kalabagh dam and not be answerable to anyone (even though this shouldnt be the case as it would be unethical not taking the views of the minority). Through this type of show of power even though may cause unrest in the people for some time but still after its befits are obvious they would start appreciating the decision taken by the government. Pros: y y y Kick start the project without heeling to the objects raised from other parties Get the project quickly finished Overall image of the government would become better when the positive affects of the project are obvious y y The provinces would have to work together in turn stating a trend of working as a team The project will have overall positive affects on the people of Pakistan

298

Conflict Management

Cons: y People may not appreciate their views not being heard by the government in the construction of the Kalabagh dam y y Provincial level unrest Opposition may try to over through the government as it wouldnt have the obvious votes of the general public y An image of autocratic rule may be in mind of people for such government

Alternative 4: Military and Politicians Working Together

If military or the politicians intervene in the construction of the Kalabagh Dam than the construction of this significant dam may be possible. Pros: y The military with its disciplined and systematic working would ensure that the project is completed in time and is of highest quality y Politicians seem to use this project according to their situation i.e. sometimes it is highlighted sometimes it is put aside, thus if the politicians decide to construct the dam than it would benefit all. y With military and the existing government working together Kalabagh dam would be made better and in a more effective manner Cons: y y Military and the government may not see eye to eye on the project The government may not want the military to play any role in the construction of the project.

299

Conflict Management

Analysis

After the cost benefit analysis of all the alternatives that can be applied to the project, the best alternative is that the Kalabagh Dam is constructed. This alternative is the best because it has the highest level of advantages. Kalabagh dam is the necessity of the time as Pakistan is running short of water every passing day. We have to build the consensus on this dam today because the issue will pile up with more and more problems in the coming future. This dam is inevitable for the survival of the country today. Scientists believed that Pakistan could have avoided the floods of the year 2010 if it had built the Kala bagh dam. Today we have to learn the lesson from our past and have to tell people the usage of this dam along with the falsifying of the claims that the politicians are holding just for the sake of their vote bank. Kalabagh dam is the answers to all the water problems in Pakistan. The dam has the mega water storage capacity and will address the water shortage in the southern part of Punjab and the northern part of the province of sindh. The dam will also be very helpful for making the barren lands of Bahawalpur and Bahawalnagar fertile and suitable for the cultivation of the crops in these areas. The province of Khyber Pakhtunkhwa argue that if this dam is built than three of its main cities will be affected by water logging as the dam storing water would raise the water table of these areas and thus their main crops of sugarcane and tobacco would be destroyed and thus their major income would be affected. A lot of concern has been expressed about the harmful effect of Kalabagh Dam due to flooding of Nowshehra town and rise of water table in Peshawar valley. It is feared that as a result of rise of water level due to pounding up at Kalabagh, the water level in Kabul River will rise due to back water effect, thus posing serious threat to the town of Nowshera and Peshawar valley. (Al-Khobar) The answer to this problem is that if the level of water in the dam is decreased or if the stored water is moved to the Tarbela Dam to decrease the water level in Kalabagh dam the water
300

Conflict Management

wouldnt cause the water table of these three cities to rise and thus this wouldnt cause water logging and harm the crops. With this problem out of the way there shouldnt be any logical opposition from the K.P.K. now we have to communicate and address the concerns of the KPK province on the national as well as the provincial level so that the consensus process is developed between the stakeholders. Government has to select a team of scientists and osmologists from UNO so that the KPK wont perceive it a part of fedral government support for the province of Punjab. In this context it is also relevant to mention the Chinese experience of Sanmenxia reservoir constructed on the Yellow river in the year 1960. Due to acute sedimentation problem, this dam had to be redesigned and reconstructed within a short period of four years, because back water deposit extended up stream with remarkable rapidity endangering industrial and agriculture activities in the vicinity of the reservoir. The effect of sediment has extended for considerable distance upstream of the reservoir. The configuration of Kalabagh Dam is more or less similar to Sanmenxia dam and therefore we must take a lesson from the Chinese experience. Though it is not possible to forecast accurately the trend of siltation after construction of Kalabagh Dam, it is certain that a very high risk is involved which need to be avoided. Moreover, geological experts have many reservations about the Kalabagh Dam site as it is located in an area with many geological faults, which may endanger the safety of the dam. Besides, the reservoir area is in close proximity of Khewra and Kohat salt ranges which will pollute the water causing high salinity, thereby affecting its suitability for irrigation. (Al-Khobar) Most independent analysts believe that the leading problem with the proposed dam at Kalabagh is one of a "trust deficit between the Punjab on one side and the other three provinces on the other". Azad Kashmir, believes this is due to the frequent coups staged by the Pakistan Army (which is overwhelmingly Punjabi and Pathan in its composition), as well as the Army's extraconstitutional intervention and influence in public sector and civil institutions of the country in general and Sindh in particular (especially in Karachi). This is also due to ethno-nationalists that promote anti-Punjabi sentiments amongst the people. All Pakistanis agree that Pakistan faces a severe water shortage, and that some form of water management must be implemented soon. Many point out that even if work on Kalabagh were to start tomorrow, it would still take at least eight years to complete and commission such a large
301

Conflict Management

dam. In the meantime, the water situation would continue to worsen. Smaller dams, barrages, and canals must be built before that, and water conservation techniques introduced. The WAPDA for years repeatedly changed its statistics on the dam, to the point where no-one in Pakistan now believes any of its figures. Government of Pakistan formed a technical committee, headed by A. N. G. Abbasi, to study the technical merits of the Kalabagh dam vis-a-vis the other two. The four-volume technical report concluded that Bhasha or Katzarah dam should be built before Kalabagh, further complicating matters. The report also stated that Kalabagh and Bhasha Dams could be considered feasible. (Rizvi, 2000) The abrupt way in which President Pervez Musharraf announced the decision to build the dam, overruling the objections of the smaller provinces, had polarized public opinion. On 26 May 2008, Federal Minister for Water and Power of Pakistan Raja Pervez Ashraf said that Kalabagh Dam will not be constructed. He said due to opposition from Khyber Pakhtunkhwa, Sindh and other stakeholder, the project is no longer feasible. The Prime Minister of Pakistan, Syed Yousuf Raza Gilani announced that the fate of the project would be decided by a plebiscite. The decision came after Pakistan faced extreme power crisis and acute water shortages. The government is currently finding alternative locations for the dam. The attitude of the government of Pakistan towards the project should be immediately revised and the government should device the ways in which the project should be started as soon as possible. Government today should realize that the national interests are far ahead of the provincial interests and the politics. Peoples party should set aside its vote bank in Sindh with the claim that it wont let Punjab to build kalabagh dam in the best interests of the province of Sindh. The demand of electricity is on the rise every year and every year the four provinces fight and argue about the crisis of shortage of electricity and water supply (Appendix 1). There is no doubt that there is mismanagement in the storage of water in Pakistan and another fact that has stared to worry the countries all around the world and not only Pakistan is that soon there will be fights over water between countries. Even now a days because Pakistan has sold the royalties of three of its rivers thus when ever India wants it can let the water flow in to Pakistani causing the danger of flood and when ever its feasible for India it may stop the flow of water and thus causing famine and shortage of water, reducing the crop yield. So for such incidents Kalabagh would prove to be helpful for the survival of the country because of its large storage capacity.
302

Conflict Management

Thus to conclude the analysis is that even though Kalabagh dam has some drawback that cant be disregarded that is that it would be located in an area which has high likelihood of being struck by major earth quacks and that it may cause back ward flow of water and cause disastrous affects in Afghanistan Kabul and if a bridge is constructed in Kabul than the water supply will be limited and not enough for the Kalabagh dam to store much water but still with more research and analysis and inviting geologists from all over the world these drawback can be avoided and plus if Kalabagh dam isnt feasible than a more feasible location can be focused on as Pakistan is in serious need of water storage and management.

Recommendations
1. Other alternatives to Hydel Power Generation: According to Geological Survey of Pakistan, huge reserves of about 22 billion tons of superior quality coal have been discovered in Desert of Tharparkar in Sindh, which can be harnessed for power generation. The gas exploration program has also been intensified and there is considerable scope for use of natural gas for additional thermal generation. 2. Getting Specialists and Geologists from other countries to analyse the situation and than conclude what to do:

There are counties like China etc who have had the same problem our country is going through thus their specialists should be hired to help figure out if Kalabagh dam is give us the required results for a long period of time or not and also if this project is feasible. 3. Consider the other examples of the countries to overcome this problem:

China has had problems with its dam Sanmenxia dam thus we can consider its and other such examples and learn from their mistakes and take up their methods of dealing with their problems.

303

Conflict Management

4. Try to work out a common ground with the four provinces and try to make them work for the betterment of the country:

The provinces of Pakistan operate as individual units; they consider their welfare ahead of their countries- i.e. the four provinces as one whole unit and thus most of the problems arise as no province is ever willing to sacrifice their advantage for the greater good of the country and thus the representatives of the provinces should be brought together a sense of unity should be induced in them to try to work for their country instead of just their province. 5. Dam is a necessity for Pakistan especially Kalabagh Dam: In order to construct the Kalabagh Dam it is necessary to bring together all the four provinces and for them to discuss and work out a common ground for Kalabagh dams construction. All their fears and ambiguities must be cleared and put to rest and only than can this dam be constructed and run in a proper manner.

Conclusion
The conclusion here is that one can not over look the importance of Kalabagh dam but still its affects on its surroundings must also be considered, because this project must have long term positive effect on the people of Pakistan. Pakistan which was once a country which had no problem of water retention and storage; with its five rivers providing for its population and agriculture but now the reality is very different. Pakistan now is a country which has serious water storage problems. It has sold three of its rivers to its neighboring country India and thus it is up to India when to let the water flow in to Pakistan which may cause flash floods and some times they stop the flow of water for very long periods of time causing agriculture to suffer and causing famine and drought in many areas of Pakistan. Thus a dam which can store water is a must as this would reduce electricity shortage and provide water for the maximum crop yield. Thus this would be a principal reason for 70% of Pakistans problems to be resolved and for it to move form its most basic problems and deal with more pressing issues as the foundation of
304

Conflict Management

Pakistan would be solid and people would move from their initial problems of being feed and clothed towards the development of the country. So proper analysis must be conducted in order to see if the feasibility of Kalabagh dam is there and whether its construction wouldnt have long term bad effects on the environment.

305

Conflict Management

APPENDIX1

Supply and Demand of Electricity in Pakistan

Supply and Demand Position: 2008-2020 (MW)

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Existing Generation

15,90 15,90 15,90 15,90 15,90 15,90 15,90 15,90 15,90 15,90 15,90 15,90 15,90 3 3 3 3 3 3 3 3 3 3 3 3 3

Proposal / Committed Generation

530

4,235 7,226

10,11 10,55 13,30 13,52 14,60 16,13 18,44 18,44 18,44 18,44 5 6 7 0 7 4 8 8 8 8

Total 16,48 20,13 23,12 26,01 26,45 29,21 29,42 30,51 32,03 34,35 34,35 34,35 34,35 Existing/Committ 4 8 9 8 9 0 3 0 7 1 1 1 1 ed Generation

Expected Available Generation

13,14 16,11 18,50 20,81 21,16 23,36 23,53 24,40 25,63 27,48 27,48 27,48 27,48 6 0 3 4 7 8 8 8 0 1 1 1 1

Demand (Summer 16,48 17,86 19,35 20,87 22,46 24,12 25,91 28,02 30,22 35,50 34,91 37,90 41,13 Peak) 4 8 2 4 0 6 9 9 3 4 8 7 2

Surplus/Deficit Generation

-849 3,338 1,758

-60

-758 1,293

10,42 13,65 2,381 3,621 4,593 8,023 7,437 6 1

Source: Private Power and Infrastructure Board - Govt. of Pakistan.

306

Conflict Management

APPENDIX 2
Interview Questions: (From Major Alvi) 1. Do you think army should play a more prominent role in resolving the Kalabagh Dam issue? 2. Does being under the rule of the present government make the army less concerned about this issue? 3. What are your individual views on this controversial issue? 4. What do you think is the prime reason for the army not raising their voices about the issue? 5. How do you think Kalabagh Dam can actually come in to being? What are the odds? 6. Can any intervention on the part of the army conclude this issue? 7. What role do the political parties play in the Kalabagh dam issue? 8. Your concluding words.

(From Chauhdary Rashid Ahmed) 1. 2. 3. 4. Is the establishment in favor of Kalabagh Dam? What is the role of the political parties in this issue? Can the military play any role in resolving the problem? Your concluding words.

307

Conflict Management

Bibliography
Ahmad, I. (n.d.). Kalabagh Dam -- Development or disaster? Retrieved december 08, 2011, from Kalabagh Dam -- Development or disaster? Web Site: http://www.sanalist.org/kalabagh/a-10.htm Al-Khobar, S. M. (n.d.). KALABAGH DAM. Retrieved december 08, 2011, from KALABAGH DAM Web Site: http://www.contactpakistan.com/downloads/KALABAGH DAM.pdf Kazi, A. A. (n.d.). Kalabagh Dam: Look Before Your Leap. Retrieved december 08, 2011, from Kalabagh Dam: Look Before Your Leap Web Site: http://www.sanalist.org/kalabagh/a-7.htm Kazi, A. H. ( 2000, January 14). Kalabagh dam: the other view. Retrieved december 08, 2011, from Kalabagh dam: the other view Web site: http://www.sanalist.org/kalabagh/a-9.htm KHAN, A. E. (n.d.). Kalabagh: Need for Informed Debate . Retrieved december 08, 2011, from Kalabagh: Need for Informed Debate Web Site: http://www.sanalist.org/kalabagh/a-11.htm Khan, D. S. (n.d.). THE KALABAGH CONTROVERSY. Retrieved 12 08, 2011, from Sanalist Web Site: http://www.sanalist.org Khokhar, K. (2008 , June 07 ). Benefits of Building Kalabagh Dam. Retrieved december 08, 2011, from Net Pakistani Web site: http://www.netpakistani.com/ Nauman, A. E. (1998, June 21). Political Economy. Retrieved december 08, 2011, from DAMMING KALABAGH State vs Community, Centre vs Territory, Nation vs Federation Web Site: http://www.sanalist.org/kalabagh/a-1.htm Pakistan Agriculture Overview. (2001). Retrieved december 08, 2011, from Pakisstan Web site: http://www.pakissan.com/english/watercrisis/kalabagh.shtml Rizvi, S. A. (2000, march 29). KALABAGH DAM AND WATER RELATED MATERIAL. Retrieved december 08, 2011, from KALABAGH DAM AND WATER RELATED MATERIAL Web Site: http://www.sanalist.org/kalabagh/a-6.htm Wikipedia. (2008, march). Kalabagh Dam. Retrieved december 08, 2011, from Kalabagh Dam Web Site: http://en.wikipedia.org/wiki/Kalabagh_Dam

308

Conflict Management

Group 5
Theme of Case Study: Indo-Pak Water Dispute

Group Members:
Rana M. Mansoor Ali Bilal Husain Syed Aimen Masood M. Bilal Taimoor Hasan Shahbaz Shabbir

309

Conflict Management

1. River basin:

Case summary
Indus River and tributaries. 1951 to 1960. India& Pakistan. Lack of water sharing agreement leads India to stem flow of tributaries to

Dates of negotiation: Relevant parties: Flashpoint:

Pakistan on 1 April 1948.

Issues:
development.

Stated Objectives: negotiate an equitable allocation of the flow of the

Indus River and its tributaries between the riparian states; develop a plan for integrated Watershed

2.

Background

(Rashid)The partition of British India in 1947 proved to be a tragic experience. One of the most savaging effects was the unjust partition of the two foremost provinces the Punjab and Bengal. In the divided provinces natural watercourses have been randomly partitioned between the two nations and they had to address the difficult water-sharing problem. Many observers believe the way the British left India in 1947 raised questions as to whether the British wanted India and Pakistan after the partition to be in peace. (Wolf)In 1942, a judicial commission was appointed by the British government to study Sind's concern over planned Punjabi development. The Commission recognized the claims of Sind, and called for the integrated management of the basin as a whole. The Commission's report was found intolerable by both sides, and the chief engineers of the two sides met unceremoniously between 1943 and 1945 to try to put to rights their differences. Although a draft agreement was produced, neither of the two provinces accepted the terms and the dispute were referred to London for a final decision in 1947. In 1947, the chief engineers of Pakistan and India met and agreed to a "Standstill Agreement," which froze water allocations at two points on the river until March 31, 1948, allowing discharges from headworks in India to continue to pour into Pakistan. On April 1, 1948, the day
310

Conflict Management

that the "Standstill Agreement" expired, in the absence of a new agreement, India discontinued the delivery of water to the Dipalpur Canal and the main branches of the Upper Bari Daab Canal. The waters of the Indus basin begin in the Himalayan mountains in the state of Jammu and Kashmir. They flow from the hills through the arid states of Punjab and Sindh, converging in Pakistan and emptying into the Arabian Sea south of Karachi. Where once there was only a narrow strip of irrigated land along these rivers, developments over the last century have created a large network of canals and storage facilities that provide water for more than 26 million acres (110,000 km2) - the largest irrigated area of any one river system in the world. The partition of British India created a conflict over the plentiful waters of the Indus basin. The newly formed states were at odds over how to share and manage what was essentially a cohesive and unitary network of irrigation. Furthermore, the geography of partition was such that the Source Rivers of the Indus basin were in India. Pakistan felt its livelihood threatened by the prospect of Indian control over the tributaries that fed water into the Pakistani portion of the basin. Where India certainly had its own ambitions for the profitable development of the basin, Pakistan felt acutely threatened by a conflict over the main source of water for its cultivable land. During the first years of partition the waters of the Indus were apportioned by the InterDominion Accord of May 4, 1948. This accord required India to release sufficient waters to the Pakistani regions of the basin in return for annual payments from the government of Pakistan. The accord was meant to meet immediate requirements and was followed by negotiations for a more permanent solution. Neither side , however, was willing to compromise their respective positions and negotiations reached a stalemate. From the Indian point of view, there was nothing that Pakistan could do to prevent India from any of the schemes to divert the flow of water in the rivers. Pakistans position was dismal and India could do whatever it wanted.[2]Pakistan wanted to take the matter to the International Court of Justice but India refused, arguing that the conflict required a bilateral resolution. By 1951, the two sides were no longer meeting and the situation seemed intractable. The Pakistani press was calling for more drastic action and the deadlock contributed to hostility with India. As one anonymous Indian official said at the time, "India and Pakistan can go on shouting on Kashmir for all time to come, but an early settlement on the Indus waters is essential for maintenance of peace in the sub-continent" (Gulati 16). Despite the unwillingness to
311

Conflict Management

compromise, both nations were anxious to find a solution, fully aware that the Indus conflict could lead to overt hostilities if unresolved. The Indus River provides the key water resources for the economy of Pakistan especially the Breadbasket of Punjab province, which accounts for most of the nation's agricultural production, and Sindh. The Five rivers after which Punjab is named are the Jhelum,Chenab, Ravi, Beas and the Sutlej. The river also supports many heavy industries and provides the main supply of potable water in Pakistan. The ultimate source of the Indus is in Tibet; it begins at the confluence of the Sengge and Gar rivers that drain the Nganglong Kangri and Gangdise Shan mountain ranges. The Indus then flows northwest through Ladakh and Baltistan into Gilgit, just south of the Karakoram Range. The Shyok River, Shigar and Gilgit streams carry glacial waters into the main river. It gradually bends to the south, coming out of the hills between Peshawar and Rawalpindi. The Indus passes gigantic gorges 4,500-5,200 meters (15,000-17,000 feet) deep near theNanga Parbat massif. It flows swiftly across Hazara, and is dammed at the Tarbela Reservoir. The Kabul River joins it near Attock. The remainder of its route to the sea is in plains of the Punjab and Sindh, and the river becomes slow-flowing and highly braided. It is joined by Panjnad River at Mithankot. Beyond this confluence, the river, at one time, was named Satnad River (Sat = seven, Nadi = river), as the river was now carrying the waters of the Kabul River, the Indus River and the five Punjab rivers. Passing by Jamshoro, it ends in a large delta to the east of Thatta. The Indus is one of the few rivers in the world that exhibit a tidal bore. The Indus system is largely fed by the snows and glaciers of the Himalayas, Karakoram and the Hindu Kush ranges of Tibet, the Indian state of Jammu and Kashmir and the Northern Areas of Pakistan respectively. The flow of the river is also determined by the seasons - it diminishes greatly in the winter, while flooding its banks in the monsoon months from July to September. There is also evidence of a steady shift in the course of the river since prehistoric times - it deviated westwards from flowing into the Rann of Kutch and adjoining Banni grasslands after the 1816 earthquake

312

Conflict Management

3.

What was the Problem

Indus is a strategically vital resource for Pakistan's economy and society because pakistan rely on agriculture and 80 percent outcome come from indus river. After Independence, problems between the two countries arose over the distribution of water. india's construction of dams on the river in violation of the Indus Waters treaty, reducing water flow into Pakistan has caused Pakistan to take the issue to the international courts for arbitration. This has further strained relations between the two countries .Indus rivers flow into Pakistan territory from across India. The division of Punjab thus created major problems for irrigation in Pakistan. On April 1, 1948, India stopped the supply of water to Pakistan from every canal flowing from India to Pakistan. Pakistan protested and India finally agreed on an interim agreement on May 4, 1948, but this agreement was not the permenent soloution due to this Pakistan approached the world bank to help.After the negotiation b/w tow countries through world bank agreement was signed in 1960 durin Ayoub government,name of the agreement was Indus Water Treaty. On the basis of this Pakistan gained exclusive rights for the three western rivers, namely Indus, Jehlum and Chenab. And India retained rights to the three eastern rivers, namely Ravi, Beas and Sutluj. The treaty also guaranteed ten years of uninterrupted water supply. Even before the partition of India and Pakistan, the Indus posed problems between the states of British India. The problem became international only after partition, though, and the attendant increased hostility and lack of supra-legal authority only exacerbated the issue. Pakistani territory, which had relied on Indus water for centuries, now found the water sources originating in another country, one with whom geopolitical relations were increasing in hostility. The question over the flow of the Indus is a classic case of the conflicting claims of up- and down-stream riparians. The conflict can be exemplified in the terms for the resumption of water delivery to Pakistan from the Indian headworks, worked out at an Inter-Dominican conference held in Delhi on 3-4 May 1948. India agreed to the resumption of flow, but maintained that Pakistan could not claim any share of those waters as a matter of right .This position was reinforced by the Indian claim that, since Pakistan had agreed to pay for water under the Standstill Agreement of 1947, Pakistan had recognized India 's water rights. Pakistan countered that they had the rights of prior appropriation, and that payments to India were only to cover operation and maintenance costs.
313

Conflict Management

While these conflicting claims were not resolved, an agreement was signed, later referred to as the Delhi Agreement, in which India assured Pakistan that India would not withdraw water delivery without allowing time for Pakistan to develop alternate sources. Pakistan later expressed its displeasure with the agreement in a note dated 16 June 1949, calling for the "equitable apportionment of all common waters," and suggesting turning jurisdiction of the case over to the World Court. India suggested rather that a commission of judges from each side try to resolve their differences before turning the problem over to a third party. This stalemate lasted through 1950. Indus is a strategically vital resource for Pakistan's economy and society because pakistan rely on agriculture and 80 percent outcome come from indus river. After Independence, problems between the two countries arose over the distribution of water. india's construction of dams on the river in violation of the Indus Waters treaty, reducing water flow into Pakistan has caused Pakistan to take the issue to the international courts for arbitration. This has further strained relations between the two countries .Indus rivers flow into Pakistan territory from across India. The division of Punjab thus created major problems for irrigation in Pakistan. On April 1, 1948, India stopped the supply of water to Pakistan from every canal flowing from India to Pakistan. Pakistan protested and India finally agreed on an interim agreement on May 4, 1948, but this agreement was not the permanent solution due to this Pakistan approached the World Bank to help. After the negotiation b/w two countries through world bank agreement was signed in 1960 during Ayoub government, name of the agreement was Indus Water Treaty. On the basis of this Pakistan gained exclusive rights for the three western rivers, namely Indus, Jehlum and Chenab. And India retained rights to the three eastern rivers, namely Ravi, Beas and Sutluj. The treaty also guaranteed ten years of uninterrupted water supply. (Louis)

Current scenario: (Water Disputes between India and Pakistan- A Potential Casus Belli. 1.
2. Water Scarcity and Riparian Rights. 9. 3) EDITOR ,DR NOOR UL HAQ ,ASSISTANT EDITOR MUHAMMAD NAWAZ KHAN

Now a days concern is growing in Pakistan that India is pursuing policies in an attempt to strangulate Pakistan by exercising control over the water flow of Pakistan's rivers. The concern is
314

Conflict Management

most related to Pakistans agricultural sector, which would be greatly affected by the building of dams and by the external control of the waters of several rivers that flow into Pakistan. The issue has a layered complexity, as three of the rivers flow into Pakistan through the Indian portion of Jammu & Kashmir, the territory over which the two countries have waged multiple wars. Pakistani columnists, religious leaders, and policymakers are increasingly articulating their concern over the water dispute in terms of a traditional rivalry against India and in terms of antiIsrael sentiment that has been fostered by the country's establishment over the years. In one such recent case, Ayaz Amir, a renowned Pakistani columnist, warned: "Insisting on our water rights with regard to India must be one of the cornerstones of our foreign policy. The disputes of the future will be about water." Hamid Gul, former chief of Pakistan's Inter-Services Intelligence (ISI), charged: "India has stopped our water." Pakistan's Indus Basin Water Council (IBWC), a pressure group that appears deceivingly authoritative as an organization whose central purpose is to address Pakistani water concerns, currently maintains near hegemony over the public debate of the issue. IBWC Chairman Zahoorul Hassan Dahir claimed that "India, working in conjunction with the Jewish lobby" is using most of the river waters, causing a shortage of food, water and electricity in Pakistan.

4.

Attempts at Conflict Management

In 1951, Indian Prime Minister Nehru, whose interest in integrated river management along the

lines of the Tennessee Valley Authority had been piqued, invited David Lilienthal, former chairman of the TVA, to visit India. Lilienthal also visited Pakistan and, on his return to the US, wrote an article outlining his impressions and recommendations which included a proposal for greater storage facilities and cooperative management. Lilienthal also suggests that international financing be arranged, perhaps by the World Bank, to fund the workings and findings of an "Indus Engineering Corporation," to include representatives from both states, as well as from the World Bank. David Black, president of the World Bank contacted the prime ministers of Pakistan and India, inviting both countries to accept the Bank's good offices. In a subsequent letter, Black outlined "essential principles" that might be followed for conflict resolution. These principles included
315

Conflict Management

the following: that water resources of the Indus basin should be managed cooperatively; and that problems of the basin should be solved on a functional and not on a political plane, without relation to past negotiations and past claims. Black suggested that India and Pakistan each appoint a senior engineer to work on a plan for development of the Indus basin. A Bank engineer would be made available as an ongoing consultant. Both sides accepted Black's initiative. After three weeks of discussions, an outline was agreed to, whose points included determination of total water supplies, divided by catchment and use; determination of the water requirements of cultivable irrigable areas in each country; calculation of data and surveys necessary, as requested by either side; Preparation of cost estimates and a construction schedule of new engineering work which

might be included in a comprehensive plan.

In a creative avoidance of a potential and common conflict, the parties agreed that any data requested by either side would be collected and verified when possible, but that the acceptance of the data, or the inclusion of any topic for study, would not commit either side to its "relevance or materiality." When the two sides were unable to agree on a common development plan for the basin in subsequent meetings in Karachi, November 1952, and Delhi, January 1953, the Bank suggested that each side submit its own plan. Both sides did submit plans on October 6, 1953, each of which mostly agreed on the supplies available for irrigation, but varied extremely on how these supplies should be allocated.The Indian proposal allocated 29 million acre-feet (MAF) per year to India and 90 MAF to Pakistan, totaling 119 MAF (MAF = 1233.48 million cubic meters; since all negotiations were in English units, that is what is reported here). The Pakistani proposal, in contrast, allocated India 15.5 MAF and Pakistan 102.5 MAF, for a total of 118 MAF. Water allocations from Indus negotiations, in MAF/year 1

316

Conflict Management

Plan Initial Indian Initial Pakistani

India 29.0 15.5

Pakistan 90.0 102.5

Revised Indian

All of the eastern rivers and 7% of the western rivers

None of the eastern rivers and 93% of the western rivers 70% of the eastern rivers and all of the western rivers Entire flow of the western rivers 3

Revised Pakistani World Bank Proposal

30% of the eastern rivers and none of the western rivers Entire flow of the eastern rivers 2

The two sides were persuaded to adjust somewhat their initial proposals, but the modified proposals of each side still left too much difference to overcome. The modified Indian plan called for all of the eastern rivers (Ravi, Beas, and Sutlej) and 7% of the western rivers (Indus, Jhelum and Chenab) to be allocated to India, while Pakistan would be allocated the remainder, or 93% of the western rivers. The modified Pakistani plan called for 30% of the eastern rivers to be allocated to India, while 70% of the eastern rivers and all of the western rivers would go to Pakistan. The Bank concluded that not only was the stalemate likely to continue, but that the ideal goal of integrated watershed development for the benefit of both riparians was probably too elusive a goal at this stage of political relations. On February 5, 1954, the Bank issued its own proposal, abandoning the strategy of integrated development in favor of one of separation. The Bank proposal called for the entire flow of the eastern rivers to be allocated to India, and all of the western rivers, with the exception of a small amount from the Jhelum, to be allocated to Pakistan. According to the proposal, the two sides would agree to a transition period while Pakistan would complete link canals dividing the watershed, during which India would continue to allow Pakistan's historic use to continue to flow from the eastern rivers. The Bank proposal was given to both parties simultaneously. On March 25, 1954, India accepted the proposal as the basis for agreement. Pakistan viewed the proposal with more trepidation, and gave only qualified acceptance on July 28, 1954; they considered the flow of the western rivers
317

Conflict Management

to be insufficient to replace their existing supplies from the eastern rivers, particularly given limited available storage capacity. To help facilitate an agreement, the Bank issued an aide memoir, calling for more storage on the western rivers, and suggesting India's financial liability for "replacement facilities"-increased storage facilities and enlarged link canals in Pakistan which could be recognized as the cost replacement of pre-partition canals. Little progress was made until representatives from the two countries met in May 1958. Main points in contention included whether the main replacement storage facility ought to be on the Jhelum or Indus rivers-Pakistan preferred the latter but the Bank argued that the former was more cost-effective; and what the total cost of new development would be and who would pay for it-India's position was that it would only pay for "replacement" and not "development" facilities. In 1958, Pakistan proposed a plan including two major storage facilities: one each on the Jhelum and the Indus; three smaller dams on both tributaries; and expanded link canals. India, objecting both to the extent and the cost of the Pakistani proposal, approximately $1.12 billion, proposed an alternative plan which was smaller in scale, but which Pakistan rejected because it necessitated continued reliance on Indian water deliveries. By 1959, the Bank evaluated the principal issue to be resolved as follows: which works would be considered "replacement" and which "development," in other words, for which works would India be financially responsible. To circumvent the question, Black suggested an alternative approach in a visit to India and Pakistan in May. Perhaps one might settle on a specific amount for which India is responsible, rather than arguing over individual works. The Bank might then help raise additional funds among the international community development for watershed development. India was offered help with construction of its Beas Dam, and Pakistans plan, including both the proposed dams would be looked at favorably. With these conditions, both sides agreed to a fixed payment settlement, and to a ten-year transition period during which India would continue to provide Pakistans historic flows to continue. In August 1959, Black organized a consortium of donors to support development in the Indus basin, which rose close to $900 million, in addition to Indias commitment of $174 million. The

318

Conflict Management

Indus Water Treaty was signed in Karachi on September 19, 1960 and government ratifications were exchanged in Delhi in January 1961. (Louis)

5. Outcome
Water Dispute Increases India-Pakistan Tension: In Pakistan, the project raises fears that India, its archrival and the upriver nation, would have the power to manipulate the water flowing to its agriculture industry a quarter of its economy and employer of half its population. In May it filed a case with the international arbitration court to stop it. Water has become a growing source of tension in many parts of the world between nations striving for growth. Several African countries are arguing over water rights to the Nile. Israel and Jordan have competing claims to the Jordan River. Across the Himalayas, Chinas own dam projects have piqued India, a rival for regional, and even global, power. But the fight here is adding a new layer of volatility at a critical moment to one of the most fraught relationships anywhere, one between deeply distrustful, nuclear-armed nations who have already fought three wars. The dispute threatens to upset delicate negotiations to renew peace talks, on hold since Pakistani militants killed at least 163 people in attacks in Mumbai, India, in November 2008. The United States has been particularly keen to ease tensions so that Pakistan can divert troops and matriel from its border with India to its frontier with Afghanistan to fight Taliban insurgents. With their populations rapidly expanding, water is critical to both nations. Pakistan contains the worlds largest contiguous irrigation system, water experts say. The rivers that traverse Punjab, Pakistans most populous province and the heart of its agriculture industry, are the countrys lifeline, and the dispute over their use goes to the heart of its fears about its larger, stronger neighbor. For India, the hydroprojects are vital to harnessing Himalayan water to fill in the serious energy shortfalls that crimp its economy. About 40 percent of Indias population is off the power grid,

319

Conflict Management

and lack of electricity has hampered industry. The Kishenganga project is a crucial part of Indias plans to close that gap.The Indian project has been on the drawing board for decades, and it falls under a 50-year-old treaty that divides the Indus River and its tributaries between both countries. The treaty worked well in the past, mostly because the Indians werent building anything, said John Briscoe, an expert on South Asias water issues at Harvard University. This is a completely different ballgame. Now theres a whole battery of these hydroprojects. The treaty, the result of a decade of painstaking negotiation that ended in 1960, gave Pakistan 80 percent of the waters in the Indus River system, a ratio that nationalists in Pakistan often forget. India, the upriver nation, is permitted to use some of the water for farming, drinking and power generation, as long as it does not store too much. While the Kishenganga dam is allowed under the treaty, the dispute is over how it should be built and the timely release of water. Pakistan contends that having the drainage at the very base of the dam will allow India to manipulate the water flow when it wants, for example, during a crucial period of a planting season. It makes Pakistan very vulnerable, said a lawyer who has worked on past water cases for Pakistan. You cant just tell us, Hey, you should trust us. We dont. Thats why we have a treaty. A genuine water shortage in Pakistan, and the countrys inability to store large quantities of water, has only made matters worse, exposing it to any small variation in rainfall or river flow. Pakistan is about to slip into a category of country the United Nations defines as water scarce. They are confronting a very serious water issue, said a senior American official in Islamabad. Theres a high amount of anxiety, and its not misplaced. The water dispute would not be nearly as acute, experts said, if India and Pakistan talked and shared data on water. Instead, the distrust and antagonism is such that bureaucrats have hoarded information, and are secretly gunning to finish projects on either side of the line of control in order to be the first to have an established fact on the ground. (Wolf)

6.

Lessons learned

320

Conflict Management

Shifting political boundaries can turn intra-national disputes into international conflicts, exacerbating tensions over existing issues. Shifting borders and partition exacerbated what was, initially, an intra-national Indian issue. After partition, political tensions, particularly over Kashmir territory, contributed to tensions of this newly international conflict. Power inequities may delay the pace of negotiations. Power inequities may have delayed pace of negotiations. India had both a superior riparian position, as well as a relatively stronger central government, than Pakistan. The combination may have acted as disincentive to reach agreement. Positive, active, and continuous involvement of a third party is vital in helping to overcome conflict. The active participation of Eugene Black and the World Bank were crucial to the success of the Indus Water Treaty. The Bank offered not only their good offices, but a strong leadership role as well. The Bank provided support staff, funding, and, perhaps most important, its own proposals when negotiations reached a stalemate. Coming to the table with financial assistance can provide sufficient incentive for a breakthrough in agreement. The Bank helped raise almost $900 million from the international community, allowing for Pakistan 's final objections to be addressed. Some points may be agreed to more quickly, if it is explicitly agreed that a precedent is not being set. In the 1948 agreement, Pakistan agreed to pay India for water deliveries. This point was later used by India to argue that, by paying for the water, Pakistan recognized India 's water rights. Pakistan, in contrast, argued that they were paying only for operation and maintenance. In an early meeting (May 1952), both sides agreed that any data may be used without committing either side to its "relevance or materiality," thereby precluding delays over data discrepancies.

321

Conflict Management

Sensitivity to each party's particular hydrologic concerns is crucial in determining the bargaining mix. Early negotiations focused on quantity allocations, while one of Pakistan 's main concerns was storage-the timing of the delivery was seen to be as crucial as the amount. In particularly hot conflicts, when political concerns override, a sub-optimal solution may be the best one can achieve. The plan pointedly disregards the principle of integrated water management, recognizing that between these particular riparians, the most important issue was control by each state of its own resource. Structural division of the basin, while crucial for political reasons, effectively precludes the possibility of increased integrated management.(Alam)

7.

Alternatives
Acceptanc Reason e Third party involvement i.e. No USA or United Nations to resolve this dispute. They actually have a power to solve this dispute but in a sake of biasness they are not showing their true involvement in this dispute because of the emerging reputation and influence in whole world and no one wants to be against them.

N Alternatives O 1

Water resources of the Indus Yes basin should be managed cooperatively. Both countries should appoint a senior

It is better for everyone to work with peace and co-ordination. In this dispute it should be assured that the control over the water cannot be shifted on one side. The proper distribution of water can be held by this mutual co-ordination
322

engineer to work on a plan

Conflict Management

for development of the Indus basin.

3

program. Mutual work will promote peace and build trade relations. India is in a take off stage to be a developed country and it cannot afford any economical decline because of war caused by this Indus water dispute. According to the recent poverty report,60% of the total population of Pakistan is surviving below poverty line. And according to the economical report Pakistan is ranked third most poor country in the world. Both countries need a functional solution for this dispute without any Political interference.

Problem of the basin should Yes be solved on a functional and not on a political plane, without relation to past

negotiations and claims.

8.

Analysis

The partition of British India in 1947 proved to be a tragic experience. One of the most savaging effects was the unjust partition of the two foremost provinces the Punjab and Bengal. In the divided provinces natural watercourses have been randomly partitioned between the two nations and they had to address the difficult water-sharing problem. Many observers believe the way the British left India in 1947 raised questions as to whether the British wanted India and Pakistan after the partition to be in peace. Now India is in a take off stage to be a developed country and it cannot afford any economical decline because of war caused by this Indus water dispute. According to the recent poverty report,60% of the total population of Pakistan is surviving below poverty line. And according to the economical report Pakistan is ranked third most poor country in the world. The water dispute would not be nearly as acute, experts said, if India and Pakistan talked and shared data on water. Instead, the distrust and antagonism is such that bureaucrats have hoarded information, and are secretly gunning to finish projects on either side of the line of control in order to be the first to have an established fact on the ground.

323

Conflict Management

A co-operative management work is better for future relations and for peace within Asia. Because war is not a solution and would not help either country so both countries should forget the past and try to build new sub-continent by negotiating a peaceful solution for this dispute. They should co-operate with each other to distribute water within both countries through a proper management from both sides, positive attitude is needed for the proper management of distribution of water. This Indus River dispute is actually not a big Issue for both but due to the past wars they are acting weird. To solve this issue they have to forget the past. For better management and improvement they should hire senior engineers from both sides as every person of both countries want to solve this dispute in a proper manner on the basis of functional plan. Forgive your enemies for the betterment of your future.

324

Conflict Management

Bibliography
Louis, R. S. (n.d.). indo-pak conflict. newyork times vol5.8 . Rashid, H. u. (n.d.). Possible Indo-Pak tension on Indus water sharing? The Daily Star Web Edition Vol- 4 Num 80 . Wolf, A. T. Case Study of Transboundary Dispute Resolution: the Indus Water Treaty. Alam, U. (2002). Questioning the water wars rational: a case study of the Indus Waters Treaty. The Geographical Journal, 168 (4), pp. 354-64.

325

Conflict Management

Class of BBA 6-B

The Girls

326

Conflict Management

The Boys

327

Conflict Management

328