Conflict Resolution

Types of Conflict: In the workplace, conflict may manifest itself in various circumstances, while the magnitude of the conflict varies as well. Workplace conflict is a natural consequence of an innovative and demanding environment, and therefore is not something that should be avoided, but rather something that should be resolved. Understanding the source of the conflict is vital in reaching a successful resolution. Conflict can be divided into three categories: 

Task Conflict Conflict over work objectives, quality, priorities and products. 

Relationship Conflict Conflict stemming from interpersonal relationships- behavior, respect, personal communication, trust, etc. 

Process Conflict Conflict over methodology, protocols, and processes. 

Stages of Conflict Conflict can be broken down into five stages: 

1. Opposition Conflict begins with opposition. What caused your opposition? The opposition can stem from communication barriers that may result in misunderstandings, semantics, or “noise” that decrease the effectiveness of relaying of information. Conflict can also stem from the social structures that may create incompatibility in job jurisdiction and specialization overlap, goals, leadership styles, reward systems, and dependence between individuals. Lastly, conflict may arise from suboptimal compatibility of personality types and value systems. 

2. Cognition of Conflict One or more of the parties (it is possible for only some of the involved parties to be aware that conflict exists) may realize the existence of a point of conflict. Parties may also become emotionally involved in the conflict, which can escalate tensions, anxieties, and hostilities. Who is aware of the conflict? Is there emotional involvement? 

3. Following Intentions What are your intentions? Parties can choose to be assertive and attempt to satisfy their own objectives, or they can choose to focus on cooperativeness and attempt to resolve concerns other than their own. The intention influences whether the parties view resolution through a lens of competition or through a lens of collaboration; whether there are limited resources in a zero-sum game or whether resources can be increased through cooperation. A competitive lens encourages self-preservation at the expense of others while a collaborative lens accepts interdependency, where shared concerns are recognized and valued. 

4. Negotiation Behavior Negotiations can only occur when involved parties 

• recognize their interdependence; 

• demonstrate willingness to work on both compatible and seemingly incompatible objectives; 

• have created a power balance where parties are incentivized to discuss the situation; 

• can clearly communicate concerns. 

Do these circumstances exist? 

Once these criteria are met, the parties can negotiate either with a distributive or integrative approach; a competitive or a collaborative perspective. Distributive negotiations come from a place of scarcity, a place of limited resources and possibilities. Alternatively, integrative negotiations approach conflict from a stance of abundance where resources and possibilities can be expanded. 

What perspective have you adopted? 

Depending on personalities, negotiating styles differ. Negotiating styles can be broken down into four types: Avoidance, Competitive, Concession, and Collaborative. An avoidance style risks sustaining negative behaviors and outcomes. A competitive style creates a win/lose scenario that may adversely affect the future of the relationship. A concession style may create unhealthy compromises. A collaborative style looks for win/win solutions that increase overall satisfaction and can benefit the future of the relationship. 

What style have you adopted? 

5. Outcomes of Conflict Ideally, conflict would result in increased functionality, in the form of increased group performance, improved decision making, encouragement of creativity, and higher levels of engagement. However, if handled incorrectly, conflict can result in dysfunctional outcomes where there is a decline in group cohesiveness, a decrease in effectiveness, and a negative environment is engrained. 

What is the current outcome? What is your vision of a functional outcome? 

Points and Review: 

What is the conflict? What type of conflict is this? What is actually bothering me? 

What are my intentions? How we chose to view the path to resolution depends on us. If we chose a competitive intention, we inadvertently create winners and losers. Such intentions may create short-term benefits for a specific party, but cooperation can lead to long-term and productive results. By recognizing that resource potential is fundamentally integrative and by looking for opportunities for collaboration, all parties can enjoy additional productivity and satisfaction. 

What style should I use? Our style of conflict communication and negotiation largely depends on our character and values. However, consistently using the same style of negotiation for different parties and circumstances may reflect habit more than a concentrated choice. When choosing a style, keep in mind what we are trying to achieve a functional outcome. 

How do I chose a style? An avoidance style can be beneficial in situations where critical information is missing, the timing is inopportune or even if emotions are too tumultuous to allow successful resolution to occur. A competitive style may be appropriate either in cases of emergency, where one party has superior authority, if there is no other option, or if the other party does not have the ability to punish and the relationship is not deemed important. Compromising is very useful for maintaining relationships, and depending on the conflict, can be a successful style. A collaborative style is ideal and to be sought in most circumstances because it addresses concerns by all parties and creates abundance; resources and productivity. 

Anything Else? As a matter of fact, yes. Firstly, when interacting with other parties, remember that different backgrounds, experiences, and physiology all affect perception of reality. Secondly, being honest with ourselves is helpful in understanding our objectives and communication style. Lastly, being flexible is key to finding successful resolution; including being open to the potential of a third party mediator.