CONFLICT MANAGEMENT IN THE NIGERIA LOCAL GOVERNMENT SYSTEM (A CASE STUDY OF ENUGU STATE)
ABSTRACT
The research is on Conflict Management in Local Government System in Enugu State.
One hundred and twenty senior staff and thirty-two political office holders were selected from four local government areas in Enugu State and were administered with questionnaires of elicit response from them. Other source of materials used for this research included discussions, lectures, journals and textbooks.
Among the sources of conflict in their order of importance were non-payment of salaries and other staff claims and allowances, poor working conditions, etc. Also discovered was that the prevailing strategies for conflict management where both inadequate and ineffective. Further, ou general response to conflict situations varied from compromise to integration and dominance.
Based on the above findings, the recommended solutions included are prompt and regular payment of salaries and other staff claims, provision of adequate working materials, improvement of communication network between staff and management, training of official involved in conflict management with a view to acquiring effective conflict management skills, etc.
CHAPTER ONE
INTRODUCTION
1.1Â Â Â Â Â Â Â Â GENERAL BACKGROUND TO THE SUBJECT MATTER
As with any complex concept, the literature on conflict and its management contains many definitions. While most of the definitions treat conflict as a negative pathological condition characterized by lack of co-operation, hostility, struggle, break down and destruction, some see it as not only necessary but inevitable in our social life.
We speculate that the prime reason for this bias life lies in the value system of the observer. It seems safe to assume that if one value stability, comfort, contentment, tradition and the like, conflict will be viewed in a negative context. On the other hand, if one value changes, creativity, openness of process, honesty, etc. It seems highly probable that one would appreciate the positive aspects of conflict from which ever perspective it is viewed, what is note worthy is that conflict is an inevitable part of humanity as ca be seen.
Duddley (1992) states that ‘within our diversity as humans there are differences in perceptions, needs, values, power, desires, goals, opinions … These differences often lead to conflict. Cornelius and Parre (1995) hold that when people cannot tolerate other’s moral culture religion and political differences, conflict is inevitable and often costly. Onah (1997) quoting Ponty, L. R. see conflict as conflictual behaviour, verbal or non-verbal, ranging from passive resistance to active aggression.
The centrality of conflict in our day-to-day interaction is further highlighted by Anioke (1998) who eloquently observed that, at the various levels and development of human society; from prehistoric era to the present age of mega computers and Internets, conflict has also been developmental and has therefore grown with us. The situation is even more evidence in the local government system where crisis either between the chairman and his councilors or between the management and labour have assured astronomical proportion.
The view reflected in this study is that conflict is not a reasonable state, which is either good or bad. Rather it is conscious baheviour involving interdependent parties acting in opposition to one another. Further if is a part of life and often a part of growth and change.
Conflict management on the other hand, refers to the act or process of identifying, explaining, settling, determining and resolving conflicts or issues between parties. It should be noted that the resolution of a conflict in its proper application means that the issues at stake has been settled to the satisfaction of all parties. Hence a conflict resolving medianism does not anticipate that the conflicts situation condition to their previous state.
