Conflict is a dynamic process that unfolds over time. Understanding its stages helps individuals and organizations manage it more effectively.

The Five Stages of the Conflict Process model was developed by Stephen P. Robbins, in the early 1970s – 1980s

The five widely recognized stages of conflict are as follows:

1. Potential Opposition or Incompatibility

This is the first stage of conflict and refers to the conditions that create opportunities for conflict to arise. Conflict does not exist yet, but the groundwork is laid.

Sources of conflict at this stage typically include:

• Communication barriers: Misunderstandings, lack of information, or noise in communication channels.

• Structural factors: Organizational hierarchies, departmental differences, and role ambiguities.

• Personal variables: Differences in personalities, values, or emotional states.

At this point, the parties may not even be aware of the impending conflict, but the potential for disagreement or tension exists.

2. Cognition and Personalization

In this second stage, the potential conflict becomes perceived (cognition) and/or felt (personalization).

• Perceived conflict occurs when one or more parties become aware of the existence of conflict. Awareness may or may not involve emotional engagement.

• Felt conflict is when the conflict is not only recognized but also becomes emotionally charged, such as feeling frustration, anxiety, or hostility.

This stage is crucial because not all incompatibilities lead to conflict—they must be perceived and personalized to evolve further.

3. Intentions

At this stage, the individuals or groups involved begin to decide how to respond to the conflict. These intentions may or may not align with actual behaviour, but they shape the direction the conflict will take.

Conflict-handling intentions are usually categorized into five styles:

1. Competing – Asserting one’s own position at the expense of others.

2. Collaborating – Working together to find a win-win solution.

3. Avoiding – Withdrawing from or suppressing the conflict.

4. Accommodating – Placing the opponent’s interests above one’s own.

5. Compromising – Each party gives up something to reach a solution.

The chosen intention reflects each party’s concern for self versus concern for others.

4. Behaviour

This is the visible stage of conflict—where the intentions are enacted, and the conflict becomes apparent through verbal or non-verbal communication, actions, or reactions.

Behaviour ranges from:

• Subtle, indirect conflict (e.g., passive aggression, sarcasm)

• Overt, direct conflict (e.g., shouting, open disagreement, sabotage)

Conflict management techniques such as negotiation, mediation, or collaboration are often employed at this stage to guide the process toward a resolution.

5. Outcomes

The final stage involves the results or consequences of the conflict. These can be either:

• Functional outcomes: Improve decision quality, stimulate creativity, encourage self-evaluation, and strengthen relationships when managed constructively.

• Dysfunctional outcomes: Reduce group cohesion, increase stress, lead to communication breakdowns, and lower productivity when managed poorly or left unresolved.

The key goal in this stage is to evaluate and learn from the conflict to enhance future interactions.

By understanding these five stages—Potential Opposition, Cognition and Personalization, Intentions, Behaviour, and Outcomes—individuals and organizations can more effectively diagnose, manage, and resolve conflicts in ways that strengthen relationships and performance.