Basic Conflict Resolution Strategies

The term conflict resolution describes a process by which people with opposing positions arrive at mutually acceptable solutions through collaborative problem solving. Above all, when engaging in conflict resolution strategies, the most important objective to keep first and foremost in mind is fairness. If all the participants view the “process” as fair, they are more likely to take it seriously and buy into its result. If parties to a negotiated outcome do not feel that it was negotiated to a fair result, the settlement may not hold over time.

As a mediator or facilitator, one important method is to establish trust, through active and reflective listening. When either party in the conflict feels like they’re understood – both conceptually and emotionally – an opportunity exists to create an emotional bond. This trust increases cooperation and ultimately allows each party to reveal important information needed to resolve the conflict.

Clarification of issues is important for negotiating workable solutions to individual and intergroup conflict. What is really at the heart of the differences between the two sides? Constructive dialogue can be used as a tool for facilitating an orderly exchange of thoughts and feelings regarding contentious issues. Additionally, I would say that larger more complicated issues should be broken down into a series of smaller issues, within the overall context of solving the dispute. Working to assuage feelings of anger, mollifying manifest conflict, and solving complex issues often requires an incremental approach. As this process unfolds, conflicting parties should hear each other out, making sure not to interrupt or offer counter-statements.

There are a number of options that can be used to mitigate conflict, to keep it from becoming damaging, and to resolve conflict that is more serious. These include simple avoidance where possible, problem solving, changing certain variables in the workplace, and in-house alternative dispute resolution (ADR) programs. Any resolution method should depend on why the conflict occurred, the seriousness of the conflict, and the type.

Organizational development professionals should evince an ability to downplay conflict and start the process of healing conflict. In order to ensure that these conditions are met within organizations, it’s essential that there be a willingness on the part of leadership to create forums and opportunities to bring people together for dialogue, where different perspectives may be presented. Organization wide approaches may also include reduction of communication barriers, use of incentives, team building efforts, periodic reviews, and senior management support and participation. In a larger sense, an organizational goal of moving conflict away from positional disagreement to an exchange of ideas is a worthwhile focus, which can be leveraged to create an environment of understanding and trust (Van Slyke, 1997). Accomplishing these conditions ultimately leads to an opening up of important and candid dialogue about issues, leading to win/win solutions for members of teams and work groups.

References:

Belak, T. (1998). Intergroup conflict in the workplace. Retrieved from http://www.mediate.com/articles/belak1.cfm

Van Slyke, E. (1997). Facilitating productive conflict. HR Focus, 74 (4) p.17.

Liston W. Bailey is an educator and training specialist living in Virginia.