Thesis (BS in Development Communication) -- Mariano Marcos State University-College of Agriculture, Food and Sustainable Development, Batac City

ABSTRACT
LAGMAY, KRISTELLE ANN PAULINE T., TULAY, HANNAH JANE R., and
GABAT, MARY JOY Q. 2019. Conflict Management Styles Practiced by the
Couples For Christ - Youth For Christ in Ilocos Norte. Department of Development
Communication College of Agriculture, Food and Sustainable Development. Mariano
Marcos State University. City of Batac, Ilocos Norte. Undergraduate Thesis, 128 pp.
Adviser: Emile Kathleen M. Aguilar

This descriptive survey research study sought to identify the conflicts faced by
the CFC-YFC members related to their program operations in terms of types, persons
involved, causes, and effects. It also determined the styles that could help them
manage these conflicts including the strengths and weaknesses of each.
Eighteen members of the CFC-YFC in the Batac (9) and Laoag (9) chapters in
Ilocos Norte who were involved in organizational conflicts in 2016-2018 provided the
needed data for the study.
In-depth interviews were done on April 1-5, 2019 in the respective homes,
schools, and work places of the respondents in their most convenient time. Interviews
were recorded and afterwards, transcribed. They were then tabulated using frequency
counts and percentages. All the processed data were interpreted narratively with
illustrative quotes to reinforce these.
The CFC-YFC members mostly experienced relationship conflicts. Of these,
attitude differences were mostly encountered. The conflict mostly involved leader-leader
and caused frequently by arrogance which resulted typically to anxiety among those
involved. The CFC-YFC members also experienced task conflicts. Of these, disagreements
over goals for the task were mostly experienced and involved leader-leader. This was typically caused by the members' incompatibilities in their perception of their goals which
caused lack of teamwork among them.
The least experienced were process conflicts. Of these, disagreements on the
strategies, policies, and procedures on how to carry out the task were mostly
encountered. The conflict mostly involved leader-leader which was caused by the lack of
clarity on how to accomplish their task, which resulted in alienation.
The mediation style was mostly used by the CFC-YFC members in handling their
relationship conflicts while negotiation was frequently applied for task and process
conflicts.
The three conflict management styles were found to predominantly have
strengths than limitations.
Generally, negotiation was used by the members because they can settle their
differences on their own without the presence of a third party. They can also engage in
it voluntarily and informally but still in a private manner. However, it can hinder
compromise when one party refuses to cooperate by not speaking about their true
feelings about the issue or are unwilling to share information. Moreover, the side of the
more powerful leader usually prevails.
On the whole, mediation was also used by the members because they have more
courage to open up about their feelings in the presence of a third party facilitator who
guides them in the discussion and helps them arrive at an agreement. However, the
facilitator can be impartial at times and has a tendency to side one party.
Although least employed, arbitration was used because it is quicker to manage or
solve problems with the presence of their couple coordinator who listens to both sides of the conflicting parties and hands down a final decision in which the parties are obliged or
compelled to follow. No limitations were found in this style.
These results imply the wide range of conflicts that could occur in an
organization composed of people with different backgrounds, attitudes, workstyles,
interests, goals, views, and scarce resources. The variety of management styles (l.e.,
negotiation, mediation, arbitration) used by the CFC-YFC members in handling conflicts
implies that they have a variety of options and that they are free to choose which
method is appropriate in every conflict situation in their organization. The common use
of negotiation implies that it is quicker to reach agreements or compromises in an
informal, voluntary, but private manner by two conflicting parties for as long as they are
honest with their feelings and willing to share information. The usual use of mediation,
likewise, implies that it is also quicker to settle differences among conflicting members
because of the presence of a third party who enlightens them about their issues and
guides them in working towards an agreement with the condition that they are willing to
share information and their true feelings.
Conflicts can damage relationships and affect productivity levels; therefore, it is
important for the organization to always be mindful of the signs of conflict and not to be
hesitant to intervene. In as much as the organization members can freely choose among
themselves the management style appropriate for every conflict situation they face, they
should sustain negotiation and mediation. The predominantly favorable outcome of each
should encourage the members to go through the respective processes of these styles.