Abstract:

Conflict has had a devastating impact on institutions of higher learning in South Africa. Conflict is a multilevel and complex phenomenon that most of the time cannot be satisfied with only one strategy but requires an all-encompassing approach to solve. Conflict is unavoidable and inevitable in the workplace and universities are not immune as conflict is viewed as a leading source of internecine discord. The nature of stakeholders’ expectations creates a stimulating milieu of ferment in any academic environment because conflict is viewed as that trigger of disruption in institutions of higher learning.  Conflict not only affects the entire culture of teaching and learning in a comprehensive institution of higher learning, but also affects the academic calendar of the institutions and has disparaging reputational ramifications with fraternal institutions which are also competing in the same academic space; not forgetting its major sponsor (government). Adopting the post-positivist approach, this empirical paper explored the triggers that generated conflict amongst the stakeholders of institutions of higher learning; but circumscribed its locus to Walter Sisulu University (WSU) and its five campuses spread across the Eastern Cape; each with its own set of dynamics, students, personnel, management and leadership styles. This mixed methodological study was conducted with over 180 respondents across WSU, and used conceptual and relational content analysis techniques to analyse the data obtained through a structured questionnaire. The findings highlighted five major triggers that give rise to conflicts, escalation of strikes and demonstration at WSU and the findings were generalised which evoked comparisons with other similar institutions of higher learning. Recommendations in this study suggested specific conflict management styles appropriate for handling various conflicts at institutions of higher learning.