CONFLICT RESOLUTION

Conflict is a normal part of doing business because organizational members have different, and often opposing goals. However, these differing goals keep the organization vital by stimulating creativity, promoting innovation, and bringing about change. Organizations totally devoid of conflict would become apathetic, stagnant, and unresponsive to change. Conflict should not, therefore, be simply judgmental and evaluated as "good" or "bad," but instead should be evaluated from a broader perspective, which takes into consideration the individual and the organization. Resolutions that reflect the mutual interests of the disputants, or interests-based methods, are likely to result in fewer formal grievances, improved morale, and more effective use of human resources.

Ideally, conflict resolution involves dealing with problems while they are manageable. Early recognition of conflict is critical since what can be dealt with effectively today may be much more difficult to mutually resolve tomorrow.

Conflicts are inevitable; however anger, grudges, hurt and blame do not have to be. While unmanaged conflicts, disagreements and out-of-control emotions can harm important work and professional relationships, effectively managed conflict can actually promote cooperation and build stronger relationships. Most conflicts can be resolved fairly and in a way that actually benefits all concerned.

An effective conflict resolution process leads to unity by addressing concerns or issues rather than suppressing them; can get people talking to each other (instead of about each other); and enable people to be part of a team that cares. This process promotes compromise or collaboration as people learn how to work harmoniously, develop creative solutions to problems and reach outcomes that mutually benefit those involved.

Don't fight -- solve the problem. Conflicts do not have to be adversarial. Focus more on work and less on anger. The result will be that work relationships improve, and the overall sense of well-being will be strengthened as successful solutions to problems are developed and implemented.

As previously stated, conflict does not have to be adversarial if the conflict is managed rather than allowed to move to an out-of control situation. The following is a comparison of the benefits of managed conflict and the damage resulting from out-of-control conflict:

MANAGED CONFLICT	OUT-OF-CONTROL CONFLICT
Strengthens relationships and builds teamwork.	Damages relationships and discourages cooperation.
Encourages open communication and cooperative problem-solving.	Results in defensiveness and hidden agendas.
Resolves disagreements quickly and increases productivity.	Wastes time, money and human resources.
Deals with real issues and concentrates on win-win resolution.	Focuses on fault-finding and blaming.
Makes allies and diffuses anger.	Creates enemies and hard feelings.
Airs all sides of an issue in a positive, supportive environment.	Is frustrating, stress producing and energy draining.
Calms and focuses toward results.	Is often loud, hostile and chaotic.

There are constructive ways of resolving conflict so that people are able to express and work through their differences without the risk of, or necessity to damage one another. To effectively and constructively manage conflict resolution there are basic skills, guidelines and considerations:

CONFLICT RESOLUTION SKILLS

• Skill to initiate discussion - choose the issue(s) you want to address and be specific.

• Skill to communicate - choose language that is concise, avoiding vague/general terms.

• Skill to effectively listen.

• Skill to recognize the need and ability to make personal changes - be clear about what you want to change and follow through.

• Skill to learn and use what you have learned.

• Skill to seek out resources as necessary.

PROBLEM SOLVING GUIDELINES

• Attack the problem, not the person.

• Be clear about what you see, how you judge, and how you react to people and situations.

• Verbalize your feelings appropriately - sometimes this may be appropriate.

• Understand and take charge of your own feelings and behaviors.

• Move from justification to resolution.

• Look forward (opportunity), not backward (blaming).

• Analyze the situation and attempt to view from both sides.

• Identify the points where you can compromise rather than demand.

• Be open and make every effort to respond in a positive manner.

The following are additional "clues" to guide you through constructive conflict resolution:

• It may be appropriate to leave some conflicts unresolved.

• Your personality and attitude affect the outcome of a disagreement/conflict.

• Know when to give feedback and when to observe.

• Tell people what you're feeling without blaming them.

• Manage your emotions before you reach your boiling point.

• Understand and deal with the real issues behind the conflict -- be honest.

• Separate the two sides of every conflict -- the people and the issues -- and deal with each effectively.

• Accept responsibility for your anger: you become angry, no one makes you angry.

• Express yourself clearly and concisely without accusation, sarcasm or hostility.

• Cooperation and communication are vital tools in achieving success.

MEDIATION

Mediation is a way of handling conflict in which two or more disputing parties meet with trained, impartial mediators in a good faith attempt to resolve their issues. The mediators facilitate an exchange in which the parties clarify the issues, hear each other's perspectives, provide new information and move toward an agreement. The mediators do not impose decisions or give advice. Mediation is a practical process through which the mediator assists the parties themselves to check facts, share feelings, exchange perceptions and ideas, and work toward agreement. In mediation the parties have responsibility for the resolution. An agreement is reached when the parties are satisfied with all of its terms.

Examples of workplace situations in which mediation works well are:

• Disputes between co-workers or colleagues who are unable to function together in the workplace environment.

• Interdepartmental conflicts.

• Communication breakdowns/barriers.

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http://ballew.org/conflict.html Updated 18 Mar 2000 by Ron Ballew