Assessment of the Management of Cooperative Society Conflicts in Plateau State

Organisational conflicts within cooperative societies can disrupt operations, damage member relationships, and undermine institutional performance. This study assessed the nature, frequency, and management of conflicts in cooperative societies in Plateau State, North Central Nigeria. A descriptive survey was conducted among 200 members and leaders from twenty cooperative societies in Jos North, Barkin Ladi, and Shendam LGAs. Structured questionnaires documented conflict types, frequency, triggers, and management strategies, while semi-structured interviews with cooperative executives deepened understanding of resolution processes. Descriptive statistics and thematic analysis were employed. Findings showed that 80 percent of cooperatives had experienced at least one significant internal conflict within the preceding three years. Leadership succession disputes (43.5 percent), financial mismanagement allegations (37.8 percent), and membership exclusion grievances (23.4 percent) were the most common conflict categories. External mediation by the state cooperative department had been sought in only 18 percent of cases, with most conflicts resolved internally or left unresolved. Societies with documented conflict resolution procedures in their byelaws resolved disputes more effectively (p < 0.05). Ethnic and religious dimensions complicated conflict resolution in ethnically mixed cooperatives in the Plateau context. The study recommends that all cooperative byelaws include formal internal dispute resolution procedures, and that the Plateau State Cooperative Department train conflict mediators in cooperative-specific contexts. Keywords: cooperative conflict management, dispute resolution, Plateau State, cooperative governance, North Central Nigeria