(ii) The principal can try to keep discussions away from the conflict generating topic and discuss only positive matters. However, this is only a temporary solution.
(iii) Some commonly acceptable solutions should be searched that could satisfy both the parties through a give-and-take approach.
(iv) Both the parties should confront each other in terms of sharing pertinent facts and feelings, clarifying issues and the needs of each other, expressing feelings and so forth.
(v) A training programme could be devised to enhance teachers’ and the principal’s awareness of potential problems in group-decision making and group interactions. This will help in stimulating conflict for improvements.
(vi) If the principal finds that the conflict is due to one or two persons, then he/she should attempt to alter their behaviour.
(vii) If conflict has arisen due to scarcity of resources, then the manager is required either to acquire more resources or to manage existing resources skillfully. In the Indian context, the first alternative seems to be extremely difficult with reference to educational institutions.
(viii) If the cause of conflict between two parties is mutual distrust or suspicion about each other’s motives, the principal should bring both the parties together; provide an opportunity for both to understand each other better. This will be an effective approach.
(ix) If the source of conflict is differences in values, separate the two parties and allocate entirely independent tasks to them.
(x) Use role clarification procedures such as Job Expectation Technique (JET) and Role Analysis Technique (RAT) for decreasing role ambiguity. This will help the conflicting parties to understand their duties and responsibilities and reduce conflicts.
(xi) A neutral third party can intervene, improve atmosphere, establish confidence and goodwill and provide emotional support to resolve conflicts.
(xii) Another strategy is that the principal can divert and redirect the conflict and blame towards herself by assuming responsibility for a troublesome event. This will clear up the atmosphere and reduce tensions. However, this is very difficult for the principal.
(xiii) Dominance can be used as a conflict resolution technique in an emergency situation, when a desirable but unpopular decision/course, of action is to be implemented or when no other approach is feasible.
(xiv) Avoidance car be used as a strategy if it is possible to postpone the controversial issue to a better time or the dispute is over an unimportant issue.
In conclusion, it may be said that conflicts may be constructive or destructive and are inevitable in all organizations but it can be managed effectively through a careful analysis and a proper strategy.