We can observe many natural happenings. For example, we can watch the sunset. While the sun is setting, we can describe the reflections of the colors it leaves on the sea or on the earth. If it is cloudy, we may not be able to see the sunset properly, but we can feel the sun disappearing behind the clouds.
Conflicts, like the sun, do not always show themselves clearly, but somehow we can feel their existence. Sometimes it is as obvious as the sun in a cloudless sky, sometimes it shows itself through the clouds or is completely behind the clouds. But it is always there.
In this article, we will try to explain how existing conflicts manifest themselves, in other words, the types of conflict and what we need to observe in order to distinguish them.
Conflict Before It Knocks
Conflict in relationships is an inevitable reality. Each type of relationship and its dynamics can affect the development of conflicts in different ways. However, it is important to remember that not every conflict may knock on the door immediately. It may remain hidden, out of sight and out of mind for some time. We often refer to such conflicts as “latent conflicts”. Latent conflicts can be described as the invisible part of the iceberg. Latent conflicts are hidden like a piece of ice under water.
So, does this conflict that comes quietly to the door never show itself? It may be hard to see because it is hidden - it is under the water - but that does not mean that it is completely invisible. Even if not openly expressed, latent conflicts manifest themselves in different ways. There are silent signals between the parties (or sometimes revealed by one party). It is important to recognize and pay attention to these signals.
So, What Are These Silent Signals?
The Beginning of Communication Breakdowns: Decline in the quality of the previous relationship between the parties, deeper relationship becomes superficial
Passive Aggressive Behaviors: Indirect displays of emotions that people do not express directly (e.g. delayed responses, sarcastic comments, etc.)
Tension or Silence: If there is a noticeable tension in the environment or silence in an otherwise more lively environment, this may indicate the presence of a hidden conflict.
Avoidance or withdrawal: When one person avoids the other, avoiding interaction or discussion of disputed issues
Ignoring silent signals can cause the conflict to deepen and eventually lead to bigger problems. To recognize and identify them is to make the conflict “open”. It is no longer necessary to wait for the conflict to surface, but to act. This is where open and constructive communication between the parties is crucial. With the proper intervention, the conflict can be prevented from escalating and relationships can be strengthened again.
When Conflict Knocks
Sometimes conflicts are visible but superficial and often not deeply rooted. This time there is nothing invisible under the water. There is only the part of the iceberg that rises above the water. The reason why conflict remains on the surface is often simple and temporary disagreements. For example, a momentary and minor disagreement in a meeting or a sudden disagreement over different personal preferences are often examples of superficial conflicts. Indicators of surface conflicts are usually the following:
Different Forms of Expression: The parties may have the same goals but use different styles of expression. For example, team members who have a common goal about a project may express that goal in different ways, which can create conflict.
Noises in Communication: Noises in the communication process can lead to misunderstanding or incomplete perception of messages. This can lead to superficial conflicts because breakdowns in communication between parties can cause conflict to remain on the surface.
Data-based Temporal Issues: If the conflict is based on a specific data or information and there is a temporary problem with that data, it can often be considered a surface conflict.
These indicators suggest that there are more temporary and often communication-related issues rather than underlying fundamental issues at the root of the conflict. Such conflicts can usually be resolved through effective communication and quick resolution methods.
Door Open as Conflict Breaks In
Open conflicts are usually conflicts that are amenable to negotiation. This is because the conflict is visible and evident. This makes it possible to seek solutions through negotiations. This is why, in negotiation processes, possible implicit conflicts that exist between the parties are made explicit (see silent signals described above). Open conflicts mean that conflicts between the parties are openly expressed and/or acted upon, which creates an opportunity to start the process of resolution. Open conflicts can manifest themselves in the following ways:
Open Discussions and Disagreements: Disagreements and disagreements between the parties are expressed directly. Examples include discussions in meetings, disagreements or disputes.
Direct Communication: Parties discuss conflicts directly and communicate openly towards a solution. This communication can sometimes be strong and may involve openly expressed emotions.
Concrete Actions: As the conflict becomes apparent, the parties may take specific actions.
In resolving open conflicts, an effective communication and problem-solving approach can help to resolve the conflict in a positive way.
In general, we can say that it is important to know how conflicts manifest or hide themselves in order to understand what steps need to be taken for resolution. In this article, we have tried to explain in general terms the ways in which conflict types manifest themselves by giving examples, but it can be important to be a very good observer in order to understand what form the conflict takes and what signals it gives off. For example, in the context of a possible power imbalance, it can be even more difficult to understand all these silent signals. On another level, if a surface conflict is not addressed in time, it can escalate and set the stage for a latent conflict. Understanding all these types of conflicts will make it easier to identify possible intervention steps and timing.
Thank you for reading our post! At Conflictus, we eagerly await your feedback and insights.
Tunç Karaçay
Conflictus Conflict Resolution Training and Consultancy
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Folger, J. P., Poole, M. S., & Stutman, R. K. (2013). Working Through Conflict: Strategies for Relationships, Groups, and Organizations (7th ed.). Boston: Pearson.
Pondy, L. R. (1967). "Organizational Conflict: Concepts and Models." Administrative Science Quarterly, 12(2), 296-320.
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