How we change what others think, feel, believe and do

Pondy's Conflict Stages

Disciplines > Conflict Management > Understanding conflict > Pondy's Conflict Stages

Latent | Perceived | Felt | Manifest | Aftermath | See also

Conflict develops through a set of stages (Pondy, 1967) as described below, starting with it being below the level of being visible and ending in clear conflict and the aftermath of this.

Pondy also noted that conflict is closely related to the stability of organization, and that it may be constructive or destructive.

Latent

In a state of latent conflict, there are differences which have the potential to lead to conflict, yet there is no sign of conflict as yet. Notably, the differences are not realized and everything is proceeding as normal.

A latent conflict may continue for a long time as nobody notices there is an issue. This is particularly in polite societies where harmony and consideration of other people is important to the point where the very notion of conflict is avoided.

Perceived

At some point, the differences become noticed and so may be considered and courses of action chosen. The perception may be by one party or by both, or by a third party. The perception may be triggered  by a particular event or may emerge as people wonder why things are more difficult than expected.

A situation of perceived conflict may continue for some time until it becomes felt more strongly. Minor differences are often seen this way, where it is considered not worth bringing up. People hence adapt to situations, helping reduce total conflict.

Felt

There is a level of perceived conflict above which emotions come into play. When it is just a cognitive process, individuals can stay cool and handle differences, but emotions raise the temperature and the felt tension gets much closer towards precipitating conflict.

Conflict may be also be felt in the substantive problems that are appearing. A common driver of feelings in conflict is the sense that things are not fair, that the other side is doing something wrong and that justice must be served.

This stage is 'on the edge'. Whilst we can think and feel at the same time, when feelings escalate, they can become dominant in causing us to act. On the other hand thinking may win the day and a full-blown conflict may be avoided if solutions can be thoughtfully found.

Manifest

When emotions take control, decisions change and conflict bursts out. This is the conflict that people see, where action it taken to right perceived wrongs. In many ways this is a primitive state, where people say and do things that they may later regret, although manifest conflict can take many forms, from subtle subterfuge to physical fighting.

Actions may be direct, where the recipient can see who is attacking them and how. They may also be indirect, perhaps directed through third parties or in ways that cannot be seen.

An important sub-stage is the move to resolution, where the problems of conflict for both sides makes an equitable solution increasingly desirable. This is where mediation and other help in reaching an agreeable solution may well be important.

The period of conflict may be very short, with peace and resolution found quickly. It can also go on for many years, waxing and waning with new complaints and temporary periods of relative peace. Sometimes only death, through natural or direct causes, is the only way the conflict ends.

Aftermath

After the conflict is resolved, things do not just go back to normal, as they were before the manifest conflict broke out. Trust takes a while to be restored and needs consistent trustworthiness. Apologies must be seen to be genuine in the actions people take.

See also

Levels of conflict