Conflict Resolution Strategies

{This lesson defines conflict and conflict resolution. It identifies conflict sources and their components. It discusses workplace conflicts and identifies problem-solving tools and techniques used to resolve them. Communication skills required in managing and resolving conflict are addressed.}

Conflict Basics

 Conflict is a situation that occurs when individuals or groups disagree due to opposing positions, ideas, values, or beliefs. Disagreements can stem from a variety of things, including:

  • Perceptions

  • Goals and aspirations

  • Wants and needs

  • Expectations

  • Personalities

  • Traditions and customs

  • Experiences

Perception is a factor that can influence or cause conflicts. People's ideas and feelings concerning any situation will vary according to how they perceive what is happening. For example, an unfamiliar word or expression used during a conversation could be misunderstood and perceived by a coworker as an insult.

Perception and point of view are different. Perception is an individual's interpretation of something. Point of view is a position or attitude rooted in beliefs or behaviors from cultural backgrounds, levels of education, knowledge of varied situations, gender differences, and personal life experiences. Conflicts can arise from differences in perception and/or differences of point of view.

Rumors are also often based on perception. Rumors can be a source of conflict or cause a conflict to worsen. Correct information can be the first step to defuse those situations.Some conflicts arise when people believe that their needs, interests, or concerns are being threatened. They picture themselves losing power/status. An example of this is a situation with unclear delegation of responsibilities, when those involved are not sure who should be giving orders and who should be taking them.

Lack of materials and supplies, equipment, money, or time can also cause workplace conflict as people struggle to get what they feel they need to perform their duties.

Workplace conflict often arises because some people believe that there is only one way something should be done—their way. When all coworkers in a group believe that their personal preferred approach is the correct way to accomplish something, the workplace can become a battleground as each person struggles for control.

Individuals generally respond to conflict in three ways:

  • Emotionally

  • Cognitively

  • Physically

(MEANING)

  • Tunnel Vision-1. Inability to properly see anything that is not in the center of the field of view (loss of peripheral vision)
    2. Concentrating on only one thing (having an extreme, narrow point of view)

Fear, hostility, anger, anxiety, confusion, jumping to conclusions—these are all emotional responses to conflict. Strong emotions can make others in the group feel threatened or confused and may trigger a “fight or flight” reaction.

People react cognitively to conflict situations by carrying on mental conversations. These internal conversations reflect reactions to and thoughts on the situation, which can range from mentally calling an opposing person insulting names to being concerned for the other person or wondering how the conflict might be resolved.

Physical responses to conflict can include stress, nausea, increased heart rate, tension, sweating, tunnel vision, and shallow, rapid breathing. Many of these physical changes are related to the “fight or flight” reaction and may be caused by anxiety created by the conflict.

Conflict resolution involves solving disagreements by reaching solutions that benefit everyone involved. When resolving conflict, it is important to:

  • Know the reasons for the disagreement

  • Brainstorm solutions

  • Agree on a solution

  • Implement the solution

  • Monitor the solution for effectiveness

  • Practice conflict resolution skills

Conflict resolution has many positive benefits. It encourages coworkers to listen to each other and exchange ideas while considering solutions. Everyone involved in the conflict works together during the decision-making process, helping to establish mutual goals and expectations. Those involved must learn to cooperate in order to manage the conflict situation constructively.

Conflict can be a positive force when its resolution leads to change and development. Unresolved conflict, however, can be destructive to people and organizations. It can result in negative feelings of hopelessness, depression, dissatisfaction, and unhappiness.

Unresolved conflicts cost time and money. People leave jobs when they are unhappy and disgruntled. Valuable time is lost and work not done because employees spend their time complaining to each other. Unresolved conflict causes stress, which in turn can cause absenteeism and results in high health insurance costs. If conflict is ignored, it can grow and fester until it explodes and negatively affects coworker relationships and performance.

Workplace Conflicts

 Workplace conflict can happen any time two or more individuals interact with each other. Workplace conflict can be problem-based or personality-based.

Problem-based conflict occurs when work-related difficulties are not addressed and solved. Problem-based conflicts can involve disagreements over employee responsibilities or company policies.

An employee not getting time sheets to the payroll department for processing, and thus causing the payroll clerk to become disgruntled and angry, is an example of a problem-based conflict. Another example would be two coworkers arguing over company production guidelines.

Personality-based conflict occurs when two employees dislike each other, which interferes with their ability to work together. Sometimes problem-based reasons are the cause for the mutual dislike, but often the conflict is based solely on personality clashes.

Defending one point of view and not listening to other people's thoughts and concerns can cause workplace tension. When this occurs, employees may start to avoid work-related problems and shy away from defensive coworkers. Heated e-mails containing complaints about coworkers are sometimes sent between employees.

When not resolved, workplace conflict can escalate to verbal insults and name-calling, threats, and ultimatums (demands).

Workplace conflicts can be seasonal, occurring when workloads are heavy and employees are rushed to meet deadlines. They also can be caused by environmental factors such as office noise, numerous phone calls, and other frequent distractions.

Conflict can be threatening because people often do not know how to deal with it. Some people try to avoid conflict by pretending that nothing is wrong and changing the subject when it comes up in talks or discussions. Others react emotionally, sometimes becoming aggressive or threatening. A common reaction is to try to place blame on someone else for the conflict or make excuses to pass the problem on to others.

These responses are not healthy or productive and can sometimes lead to destructive behavior.

Being calm and nonthreatening when expressing thoughts and opinions can help reduce workplace conflict. Other strategies include speaking softly and expressing concerns clearly, while controlling emotions.

Be sincere and respectful, and listen to and value others’ opinions and points of view. State facts and avoid making broad general statements or accusations. Address people face-to-face rather than through a third party. Take time-outs from problem coworkers when possible. Assume that others mean well and are not always acting vindictively or spitefully.

Workplace conflict can often be reduced by avoiding hostile "you" statements that place blame on someone else. Examples include saying things like, "You are always late for meetings," or, "Why do you always take the last package of paper from the supply room?"

Use nonthreatening "I" statements instead to keep conflict from escalating. For instance, rather than saying, "You always overreact and think people are insulting you," say, "I feel that you think people are not treating you fairly. Would you care to talk about it?"

Other conflict-causing actions to avoid include name-calling and making sarcastic or degrading comments. Also, be aware of your body language and facial expressions; nonverbal messages can be viewed as threatening or intimidating and cause coworkers to feel defensive.

Help prevent conflict between coworkers by teaching them conflict resolution skills and establishing a conflict resolution process. When conflicts arise, address them immediately, before they have a chance to grow. Let all parties in the conflict state their views and help them work toward a compromise that is satisfactory to everyone.

Discourage coworkers from spying on each other and worsening a conflict situation by gossiping, telling stories, taking sides, or starting rumors.

Controversial topics, such as religion, politics, abortion, gender identity, sexual orientation, ethnicity, and national origin are not suitable for workplace discussion. Debating such topics can often lead to arguments and conflict, due to the strong opinions people hold about them.

Supervisors and department heads need to informally counsel employees when conflicts arise. Company goals and expectations should be clearly stated so that all employees understand company policy and their own job descriptions and responsibilities, as well as those of coworkers.

At one time or another everyone has to deal with a coworker or higher-ranking employee who behaves or reacts in a challenging or difficult manner. These people will probably never change, so it is important to learn how to coexist with them.

Dealing with a difficult higher-ranking employee can be frustrating, especially if you cannot afford to leave your position and find work elsewhere. The best course of action is to avoid placing the higher-ranking employee on the defensive and make attempts to get along at the workplace. Unfortunately, there are times that finding another job might be the only solution, despite the efforts you make.

Learn how to identify difficult coworkers and recognize how damaging they can be. They usually:

  • Talk constantly and do not listen

  • Always want the last word

  • Criticize other people’s accomplishments

  • Gossip and meddle

  • Instigate workplace conflicts


When dealing with a difficult or challenging coworker, it is important to evaluate any conflict and try to understand why it is happening. When such conflicts arise at work, do not discuss or complain about them to fellow workers or try to mediate them publicly. Instead, privately approach the coworker with whom you are in conflict and try to talk things out. Never allow a conflict to escalate to the point that emotional control and objectivity are lost by any individual involved in the conflict.

If necessary, agree to disagree. Accept that although you have differing opinions, viewpoints, and ideas, both of you could be correct, each in your own way. If attempts to address the conflict directly with the person do not work, then tell the coworker that the next action you will take is to notify a direct higher-ranking employee of the issue.

Managing Conflict:

Employees in productive workplaces have trusting, quality relationships with each other. They respect superiors, have high self-esteem, and are loyal to the company.

They communicate openly with each other. They are able to express opinions while actively listening to each other, paraphrasing and repeating what was heard to show that they are listening. They avoid using negative or hostile language that may cause coworkers to feel threatened or intimidated.

When a conflict arises, these employees identify the problem as soon as it occurs and work to resolve it before it has a chance to grow

When working to resolve a conflict, those involved should meet privately. Each employee should be allowed to state personal thoughts and opinions in a safe, secure atmosphere. A time limit can be set, if necessary, so that everyone has a chance to be heard.

People need to feel that they have been heard before they will start to listen. Because of this, it is often more productive to discuss key points in the middle of a conflict negotiation rather than at the beginning or the end.

Examine every option and reach agreement on key issues before finalizing solutions. In order to keep any proposals from being undermined, refrain from showing anger or animosity. Everyone should use calm voices, positive language, and nonthreatening gestures during negotiations.

Although conflicts can often be resolved privately between small numbers of people, sometimes a problem grows until it involves a large group. When this happens, brainstorming is a productive way to allow everyone involved in the problem to contribute to finding a solution.

When all participants involved in a conflict negotiation feel that they have contributed to and benefited from the compromise or solution reached, it is more likely to last.

A mediator or facilitator may be needed if negotiations become deadlocked. The mediator can be a friend or coworker but must be accepted by everyone involved. This person must remain neutral and stay focused on resolving the problem. A mediator should never meet separately with any individual involved in the conflict because that might lead to a loss of impartiality.

Mediation should be confidential and voluntary.

Mediators must understand all sides of the conflict and remain objective and nonjudgmental. A mediator’s job is to collect information, identify options, decide on a plan of action, and attempt to negotiate a solution. To accomplish this, a mediator should ask insightful questions and encourage suggestions from everyone involved yet refuse individual advice.

Mediators must actively discourage name-calling and other negative behavior in order to provide a suppotive, nonthreatening climate for the conflict discussion. They should strive to offer recommendations that allow both sides to “win.”

Summary

  •  Conflict is a situation that occurs when individuals or groups are in disagreement because of opposing positions, ideas, values, or beliefs. Individuals generally respond to conflict in three ways:

  • Emotionally

  • Cognitively

  • Physically

  • Conflict resolution involves solving disagreements by reaching solutions that benefit everyone involved.

  • Workplace conflict can happen any time two or more individuals interact with each other. Workplace conflict can be problem-based or personality-based. When not resolved, workplace conflict can escalate.

  • Workplace conflict can often be avoided by expressing thoughts and opinions in a nonthreatening manner. Be sincere and respectful, and listen to and value others’ opinions and points of view. Speak softly and express concerns clearly, while controlling emotions. Address people face-to-face rather than through a third party. State facts and avoid making broad general statements or accusations.

  • Company goals and expectations should clearly state company policy and employees' own job descriptions and responsibilities, including handling workplace conflicts. Employees should communicate openly with each other, expressing opinions while actively listening to each other. When a conflict arises, employees should identify the problem as soon as it occurs and work to resolve it before it has a chance to grow.

  • When a large group is involved, brainstorming can be a productive way to allow everyone involved in the problem to contribute to finding a solution. A mediator or facilitator may be needed if negotiations become deadlocked. Mediators must understand all sides of the conflict and remain objective and nonjudgmental.