Louis Pondy’s model of organizational conflict outlines five stages that explain how conflicts develop in organizations. It begins with latent tensions, progresses through awareness and emotional escalation, and culminates in open disputes, with lasting effects shaping future interactions. This model highlights conflict as a dynamic process, offering insight into its evolution and resolution.
The following table outlines the five stages of conflict as per Pondy’s model and offers some guidance for project managers on the resolution approach at each stage.
| Stage | Description | Resolution Approach |
|---|---|---|
| 1. Latent Conflict | This is the stage where the potential for conflict exists due to underlying tensions, but the conflict has not yet surfaced. Conflicts are often latent because of structural factors like resource allocation, differing goals, or power imbalances. | Preventive Measures: Address underlying issues such as resource allocation, clear communication, and alignment of goals to prevent conflict from surfacing. |
| 2. Perceived Conflict | At this stage, one or more parties become aware of the conflict. The awareness may come from a perceived threat or acknowledgment of the differences in goals or values between the parties. However, at this point, the conflict may still be perceived rather than directly felt. | Clarification and Dialogue: Facilitate open communication to clarify misunderstandings and address concerns before emotions escalate. |
| 3. Felt Conflict | During the felt conflict stage, individuals involved in the conflict start to feel the tension, stress, or anxiety associated with the conflict. Emotional involvement and personalization of the conflict occur here, making the conflict more intense and personal. | Emotional Management: Implement conflict resolution strategies that address emotional concerns, such as mediation, counseling, or fostering empathy among the parties involved. |
| 4. Manifest Conflict | This stage is where the conflict becomes open and observable. The parties involved engage in actions or behaviors that reflect the conflict, such as verbal arguments, opposition, or even physical confrontations. The conflict is now visible to others. | Conflict Resolution Tactics: Use structured conflict resolution methods like negotiation, mediation, or arbitration to manage and resolve the conflict effectively. |
| 5. Conflict Aftermath | After the conflict has been addressed or resolved, there is a period of consequences. These consequences could involve changes in relationships, power structures, or even organizational policies. The aftermath may either lead to a resolution that strengthens relationships or create conditions for future conflicts. | Post-Conflict Analysis: Review the conflict and its resolution to understand the outcomes and implement changes to prevent future conflicts. This may include feedback sessions, follow-up meetings, or policy adjustments. |