The First Step in Properly Understanding Conflict: Identifying the Sources
- Dilara Gök
- Oct 16, 2024
- 5 min read
Updated: Jan 31
The resolution of conflicts consists of a series of complementary processes, such as recognizing the conflict, analyzing it, and taking steps towards a solution. These steps support each other and can be continuously repeated to reach the final resolution. However, it is crucial to start this process by placing a big emphasis on the "understanding and analyzing" stages. This necessity is directly proportional to the willingness of the parties involved in the conflict to achieve lasting, win-win results. Trying to seek a solution without understanding the root cause of the conflict often leads to incomplete and superficial outcomes. In this article, we discuss how we can understand the sources of conflicts and why it is so important.
When beginning to understand conflicts, we generally start by defining the conflict, then examining its sources, type, stage, and the involved parties. Afterward, we move on to the analysis stage. We can consider these as steps to take before discussing possible solutions.
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Sources of Conflict
We can broadly categorize the sources of conflict into four groups: Data-driven, Value-driven, Interest-driven, and Need-driven conflicts.We can broadly categorize the sources of conflict into four groups: Data-driven, Value-driven, Interest-driven, and Need-driven conflicts.
Data-Driven Conflicts: These conflicts arise due to a lack of information or communication. Sometimes, having too much information in a setting (where multiple and diverse parties engage in long discussions with abundant data) can lead to data-based conflicts. Additionally, misleading or incorrect information can be a source of data-driven conflicts. Furthermore, difficulties in understanding data, language barriers, illiteracy, or data that is highly technical, numerical, and hard to grasp can also contribute to such conflicts. These sources are generally easily identifiable.
Value-Driven Conflicts: These conflicts arise from differences in parties' ethical, religious, cultural values, ideologies, lifestyles, or worldviews. These values are generally fixed and take time to change. They often appear where we define parties' "positions" in negotiation processes. Value-driven conflicts can keep parties in these positions, making it difficult to discuss the underlying desires and needs. Unlike other sources, value-driven conflicts rarely stand alone as the sole source of a conflict. They may obscure other underlying sources.
Interest-Driven Conflicts: These conflicts occur when a resource cannot be shared. This resource can be either material or immaterial. For instance, disputes over property division, the use of natural resources, competition within market shares, or salary negotiations are examples of material interest-based conflicts. On the other hand, conflicts over personal satisfaction, such as gaining status, prestige, or individual recognition, are examples of immaterial interests. The key here is distinguishing between interests and needs.
Need-Driven Conflicts: These conflicts arise when personal or psychological needs are not met. In negotiation processes, it is widely accepted that if such needs emerge, they should be addressed before negotiations begin, though the method of how to meet these needs can be negotiated. Need-driven conflicts often intertwine with interest-driven conflicts, and again, the key challenge is differentiating between interests and needs.
How can we properly understand these sources?
If the source of a conflict is data-driven, it is important to ensure that sufficient and accurate information is available. If there are gaps in the data, these gaps should be identified and addressed. Additionally, it should be considered whether the parties interpret the same data differently.
If the conflict is value-driven, i.e., if the parties have differences in lifestyle, beliefs, or worldviews, the first step is to check whether there are other underlying sources (as value-driven conflicts rarely stand alone as the sole source). Progress toward a solution should focus on these other sources. Arguing over individuals' values often proves difficult and unproductive. Instead, focusing on data, interests, or needs provides a more concrete and objective ground for discussion.
However, even if values are not the sole source, in some cases, they may serve a "unifying" function. When parties discuss their interests and needs, searching for and expressing common beliefs and values, if any, may encourage them to reach an agreement. This can help establish common ground.
If the conflict is interest- or need-driven, these interests and needs must be directly questioned. It is important to ask carefully structured questions to understand how the parties perceive these aspects. In some cases, parties may not clearly state their interests and needs. This may stem from not knowing what they are or how to define them, or it could result from a tendency to conceal them in the hope of gaining more from the solution. Or sometimes (especially in long-standing conflicts), parties become so strongly attached to their positions and demands that their interests become unclear and merge with their demands. In such cases, brainstorming about needs and interests is a common method. A more advanced step is to ask the parties to predict the needs and interests of the others, helping them understand each other's perspectives. At this point, applying the "onion analysis" is also recommended, which similarly helps prepare the ground for a direct discussion of interests and needs.
These steps create a solid foundation for resolving conflicts. Even if the process doesn't lead to an immediate agreement—whether because of time constraints, the situation, or the parties' lack of readiness for a resolution—the conflict will still have shifted from where it started. By the end, the parties will have gained a better understanding of each other compared to when they first began discussions.
Why is understanding the sources of a conflict important?
Questioning existing conflicts through their sources clarifies the path and starting point of the conflict resolution process. We can think of this questioning as defining the general outlines of the process.Moreover, correctly understanding these sources provides us with a lens through which we can break down the fundamental causes of conflicts around us. Being able to distinguish whether a conflict is based on data, values, interests, or needs helps us determine which resources and methods are required for a solution.
As an exercise, we can start by examining the conflicts we encounter in our daily lives or in the news. For example, when viewed through these lenses, it may not be surprising to find that many societal conflicts, which appear to be framed by “values,” are actually and mostly based on interests and needs.Once we gain this perspective, we can evaluate possible solutions more broadly.
Have you tried analyzing conflicts around you from this perspective? What sources do you think are at play?
Thank you for reading our post! At Conflictus, we eagerly await your feedback and insights.
Dilara Gök
Conflictus Conflict Resolution Training and Consultancy
🔗 Learn more about our services: Conflictus Website: https://www.conflictus.co/en
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Burton, J. W. (1990). Conflict: Human Needs Theory. New York: St. Martin's Press.
Moore, C. W. (2014). Practical Strategies for Resolving Conflict. 3rd ed. San Francisco: Jossey-Bass.
Ury, W. (2015). Getting to Yes: Negotiating Agreement Without Giving In. 3rd ed. New York: Penguin Books.
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