Conflict Resolution

Conflict in organizations

disputes often involve threatened interests—not just differing opinions

Two resolution paths

Competition (win–lose) or Cooperation/Collaboration (win–win)

Competition model

focuses on power and winning while ignoring the other side’s interests

Collaboration model

seeks solutions where both sides gain at least some of their key interests

Negotiation (both paths)

propose–counter–accept/reject cycles used to reach or force outcomes

Why collaborate

preserves cohesion and long-term effectiveness better than winner-take-all

Understanding interests

first diagnose both your own and the other side’s real motives and fears

Set priorities

rank what you must have vs. can trade away and identify non-negotiable “red lines”

Emotional control

keep discussions rational—anger muddies issues and blocks resolution

Power choice

if you can’t impose a win

if you can

still weigh long-term costs

Third-party help (overview)

bring in a trusted neutral when parties can’t reach resolution directly

Arbitration

neutral runs the process and issues a binding decision both sides must follow

Arbitration use cases

common in union–management disputes and contracts with arbitration clauses

Mediation

neutral facilitates understanding and options but cannot impose an outcome

Mediation goal

guide parties to craft their own mutually acceptable

Competing style

high assertion/low cooperation—aims to win even if the other side loses

Accommodating style

low assertion/high cooperation—yields to preserve relationships or the whole

Avoiding style

low assertion/low cooperation—withdraws or delays (usually ineffective for managers)

Collaborating style

high assertion/high cooperation—works hard on interests and relationships to get win–win

Compromising style

moderate assertion/cooperation—each side gives up something for a quicker middle ground

When to use competition

last resort when time is short or collaboration fails and a decision is necessary

Manager’s default

prefer collaboration and consider mediation/arbitration before forcing a win–lose outcome