Conflict Resolution

(October 2003)

Authored by Melissa Yee

All organisations experience conflict but there are often different views about its value.
Vecchio, Hearn and Southey (1996) define conflict as involving "incompatible differences between parties that result in interference or opposition" (p. 435). This implies that the differences themselves are not the causes of the conflict, rather it resides in the human reactions in response to it. Sources include poor communication, increased size of the organisation, greater subordinate participation, differences between line and staff personnel, mutually exclusive reward systems, competi tion for limited reward systems, competition for limited resources, unequal distribution of power and differences among individuals. Conflict is essentially based in perceptions (rather than reality) and feelings (rather than facts). Some can be eliminated, some can be minimized, and some need to be managed; however they can only be resolved by dealing with perceptions and feelings.

The traditional view of conflict holds that it is essentially harmful, unnecessary and an indication that something is wrong or requires correction. Whilst most remain critical of all conflict, some see it as essential to organisational functioning. That conflict can be harmful in some instances is not denied, but emphasis is now placed on recognising that some forms can be useful in achieving desired goals. According to this perspective, conflict can encourage a search for new tactics and strate gies, and help overcome stagnation and complacency. Tillet (1999) outlines the positive and negative effects of conflict.

Positive effects
(creative and constructive) Negative effects
(destructive)
* Prevention of stagnation
* Stimulation of interest and curiosity
* Encouragement of the examination of problems
* Motivation towards problem solving
* Personal growth and development through challenge
* Promote group identity and cohesion
* Stabilize and integrate relationships (release tension)
* Encourage critical self-reflection
* Encourage interpersonal communication
* Promote awareness and exploration of feelings, needs and opinions
* Encourage creativity and innovation * Provoking anger, anxiety, distress, fear and aggression
* Breaks down relationships
* hinders communication
* obstructs problem-solving
* Limits critical self-reflection
* hinders self development
* Destroys group cohesion and identity

Either way, managers will need to understand the causes of conflict and to be familiar with methods of resolution. The focus is on the successful management of conflict rather than its total elimination. In most cases, a modest level of conflict actually encourages involvement and innovation. This indicates that some situations may in fact benefit from the creation of conflict. Some specific techniques for initiating conflict include: appointing managers who are open to change, encouraging compet ition and restructuring the work unit.

Conflict resolution is a problem-solving approach to conflict that enables participants to work together towards its resolution. It is fundamentally a set of practical skills and training that should expose participants to a wide array of conflict resolution strategies, techniques and practices. A flexible, adaptable and collaborative approach is generally more effective as it promotes cooperation. The most effective method involving the people directly involved and requires a great deal of talki ng. However, not all conflicts can be resolved externally and internal or intrapersonal techniques may be necessary. These may include stress management, peer support, counselling or therapy.

Although conflict resolution may make use of a number of different approaches, methods and styles, Tillet (1999) proposes a stage model of resolution outlining a basic process through which the conflict of resolution usually works. In general the following stages are usually worked through:

1. The first stage of a conflict resolution model requires agreements in 3 major areas: agreement on the problem; agreement on the process - including definite proposals of when and where to meet and how the discussion will be arranged; and agreement on the plan for resolution. Maintaining a tentative and conditional outline for the desired outcome will help to foster flexibility and trust between participants.
2. The second stage requires participants to share their feelings and perceptions to understand each other, without interruption or evaluation, regarding their experience and their response to the conflict. This requires effective communication, assertiveness and active listening.
3. Each party should be given the opportunity to respond without defence, denial or allegation. This stage should include as much clarification of and agreement on, the facts of the conflict as possible.
4. Specific, practical and achievable objectives should be outlined defining the agenda and boundaries. Collaboration in accomplishing set objectives promotes a sense of control, mutual achievement and success. It may be useful to break these down to smaller, more manageable segments so as to heighten the sense of achievement.
5. Possible options and solutions should be identified through 'brainstorming' without evaluation, criticism or argument
6. Each option should be evaluated in terms of how effectively each option meets the objectives. Evaluation is most effective in terms of problem solving rather than winning, point scoring or winning.
7. Participants should choose and agree on the option they jointly prefer. This may involve negotiation, however consensus of all interested parties must be reached.
8. The implementation of the solution should be planned and must include a definite time frame and proposal for review. The final decision should be committed to writing and all parties must clearly understand their roles and responsibilities in resolving the conflict
9. The implementation and solution should be evaluated and reviewed either at a pre-arranged time or when objectives are accomplished. This should cover how effective the plan has been as well as identify how effective they believe the solution to be and how they feel about the situation overall.
10. Participants need to develop a defined test for resolution on the point at which resolution has occurred and the matter has been resolved. They need to determine when they will accept that the conflict has been resolved in order to avoid it recycling over and over again.

Disclaimer:

The information provided on this page does not constitute treatment and in no way replaces direct advice from qualified professionals providing tailored solutions to particular workplaces and individuals.

References:

Tillet, G. (1999) Resolving Conflict: A Practical Approach, 2nd Edition. Melbourne: Oxford University Press.

Vecchio R.P., Hearn, G. & Southey, G. (1996). Organisational Behaviour (2nd Ed). Australia: Harcourt Brace & Company