About Conflict Resolution

Inside the business world, the ability to resolve conflict is an invaluable resource. Conflict takes many different forms,
many of which are subtle and unobservable.
Awareness of a conflict, whether internal, or external is a first step towards resolution. This article will address the basic
aspects of the conflict resolution process.

Significance
The need for effective conflict resolution practices is present in all areas of any society. Business, government, family life,
all require a certain level of cooperation in order to function effectively. The importance of learning how to resolve
conflict became most apparent in the 1950's and 1960's during the Cold War.

Experts from the United States and Europe from various fields came to together to identify and implement conflict
resolution strategies to present to international officials. Their efforts were unsuccessful at the time, however the study of
conflict resolution grew from there. The importance of keeping the peace in the face of nuclear threat prompted the need
for understanding and managing conflict.

Theories/Speculation
One well known theory on conflict resolution is the Thomas-Kilman Conflict Mode Instrument (TKI), made up of conflict
style descriptions, first formulated by Kenneth Thomas and Ralph Kilman in the 1970s. This model addresses the five
conflict resolution styles seen in the general populace.
They are: Þ Competitive Þ Collaborative Þ Compromising Þ Accommodating Þ Avoiding

The theory proposes that in identifying and understanding individual conflict resolution styles, we're better able to
formulate an approach that would best resolve a particular set of circumstances.

Identification
Conflict resolution approaches typically start out with identifying the key stages of conflict escalation. Initially, a
backdrop, or background friction may exist. The emergence of the actual conflict would then be the first or second stage.
Hard feelings, or stalemates may occur at this point, after which the de-escalation phase can begin.
The actual resolution process is free to begin once negative drives are effaced and processed. Both sides can now take
more inclusive perspectives and work towards solutions that benefit both parties. Once a resolution is reached, the
restoration of peace can begin.
Function
Through effective conflict resolution practice, interpersonal relations benefit in several ways. It encourages input from all
parties involved, and creates a two (or more)-way conversation model. Each participant is then able to acknowledge the
importance of others' views and perspective.

By asking questions and encouraging an exchange of ideas, conflicts can be resolved through a win-win approach where
all interests are factored into the outcome. The result is mutual respect and a deeper understanding and appreciation of
interpersonal relations in general.
Effects
Conflict is a part of life. It's only a bad thing if conflicts are never resolved. Once resolved, though, the outcome is
growth, be it personal, or professional. When done correctly, conflict resolution can lead to a better understanding of
ourselves and others. When team dynamics are involved, consistent conflict resolution practices promote a sense of team
morale and capability.

Disagreements will lead to an outcome, one way or another. Employing effective conflict resolution skills can mean the
difference between a positive or a negative outcome. The more quickly conflicts are resolved, the earlier progress can be
made.
About Workplace Conflict Resolution Workplace Conflict
Workplace conflict is inevitable, yet it need not be destructive. Common knowledge tells us that no one likes to be
disagreed with or confronted, and that anger brings more harm that what caused it in the first place. There are rational
means to deal with conflicts and end them before they hurt productivity and worker morale.
Function
 Resolving workplace conflicts is an important management and human resource tool. These kinds of conflicts can
destroy an otherwise smoothly operating office or factory. The function, therefore, of conflict resolution is to permit labor
to work together and with management with as little anger, resentment or envy as possible. What is really happening is
that thoughts are being clarified. Issues need to be brought out into the open and all opinions heard on the subject. Once
this is done, and all issues have been rationally identified, the scope of disagreement often becomes less and less. When
emotions are placed out of the way and facts and logic are put in their place, disagreement becomes far more easy to
manage.
Features
 According to experts at the Leadership Institute, avoiding anger is a difficult, but a necessary ingredient in resolving
conflicts. Anger can simmer in an individual, getting worse and worse as time goes on. Dealing with these emotional
issues is central. Finding common ground is always important. Disagreement and confrontation never work. What works
is compromise and understanding all points of view as sympathetic as possible. Even more, after a battle has died down,
structures must be in place in order to mend fences. Simmering anger will accomplish nothing.
Benefits
 The main benefits of a rational program of conflict resolution is a well-oiled workplace. Conflict harms the workplace
environment and can severely hurt productivity. Morale can never be underestimated. By highlighting the nature of issues,
the root causes can assist workers in clarifying their own thoughts, they can worry far more about the facts and real issues
rather than their hurt pride or violated "turf."
Prevention
 Workers must think clearly about their jobs, but most importantly, about each other. Emotions can cloud judgment and
facts can be cast aside. It is the job of management and human resources to identify problems before they become pitched
battles. Workers need to know their own field of endeavor and not encroach on others. Job descriptions should be
detailed, and their purpose (among other things) is to show whose turf is whose. A rational division of labor can serve to
prevent many (if not most) office battles. It should be made clear that gossip and idle talk will not be permitted. This is
how rumors spread and feelings are hurt. This can only harm the firm.
Warning
 One must not assume everyone is rational. There are some who are too immature to see anything other than their own
sense of importance. Again, human resources has the job of weeding out this level of immaturity before it harms the
workplace.

Definition of Conflict in the Workplace

Conflict in the workplace can cause employees to miss project deadlines.
Conflict in the workplace makes life at a job difficult for employees. Workplace conflict is a specific type of disagreement
that occurs in a work area, such as an office, and is uniquely influenced by the work environment. Contention in the
workplace can be hidden for a period of time before a majority of staff becomes aware of the issue.
Types
Conflict in the workplace can arise from personal disagreements. Personal conflicts occur due to a clash of ideas, values
or needs between two or more coworkers. Different ideas about the work being performed can also cause a personal
conflict between employees. Additionally, a romantic relationship between two employees can contribute to personal
conflict, especially if the relationship does not end well.
Management conflict occurs when a problem develops between workers and the management structure or directives.
Conflict can arise between members of the management team if their leadership styles are contradictory.
Effects
Conflict between staff members can reduce overall productivity, as conflict often causes a breakdown in communication.
Contention among workers that is prolonged or volatile can begin to affect the entire staff, due to the tension and
uncomfortable situations the conflict creates. The quality of work being produced can be negatively impacted by a
contentious work environment because the staff members are not working effectively as a team.
Disagreements within the management team can result in contradictory directions and a lack of authoritative decision-
making. A company with a conflict within management faces a host of problems, such as a frustrated staff due to irregular
policies and a perceived loss of control over the staff.
Considerations
Conflict can lead to a necessary change in the workplace. Company policies that are unclear can be clarified if a
disagreement arises about the rules. Regulations that some members of the staff view as unfair can be addressed to raise
overall workplace morale.
Contention in the workplace can also expose a worker or manager who is not recognizing the needs of the team or
performing his job properly. The supervising team can then take action against the employee to resolve the situation.
Prevention/Solution
Conflicts in the workplace should be addressed as soon as the issue is brought to the attention of the management staff.
Unresolved conflict can spread throughout the entire staff and create a hostile work environment, as employees may begin
"taking sides" in the disagreement. The bigger the conflict becomes, the harder the situation is to resolve.
One common way to approach a work conflict is for the immediate supervisor of the involved employees to hold a
mediation. Each employee is allowed to air personal concerns, and the supervisor then works with each staff member to
solve the problem. In a typical mediation, every staff member is expected to adhere to the terms of the resolution or face
disciplinary action.
Misconceptions
Conflicts in the workplace can be caused by a basic clash of personality between two workers. Workers with very
different personal values can experience difficulty when working in close proximity. Clash of personality conflicts do not
always have an immediate solution and can require further intervention by the supervisor.
Contention can arise between entire departments, as opposed to members of the same team. Departments that are
independent in basic function but dependent on each other to complete an assignment can experience difficulties. Each
department may view the overall project goal differently, causing a breakdown in communication.
Conflict Resolution Methods
Arguments and conflicts are rarely pleasant. When they take place at work, they disrupt efficiency and poison
interpersonal relationships. At home, they add stress and tension to everyday life, and can lead to further dysfunction if
they aren't settled amiably. Resolving conflicts agreeably is an invaluable life skill, and can reap immeasurable benefits
both in family life and in a professional environment. The key is to approach the conflict with basic psychology and a
respect for both sides.
Calmness
The first step to resolving conflict is to remain calm and approach the subject rationally. Undue emotion obscures the
issue and exacerbates argumentative tendencies, often so much that the main problem becomes obscured. Stay calm,
speak objectively and apply rationality to the situation. Seek the source of the conflict rather than responding to the
surrounding anger. Once the issue is clarified and the terms are known, it becomes easier to resolve it.
Respect
Going hand in hand with calmness is a willingness to acknowledge and respect the other person's point of view. This is
not the same thing as simply surrendering to him or her, or allowing your own arguments to be shunted aside. Rather, it
means verbally recognizing where the other person is coming from and accepting his or her emotional state. Allow him or
her a certain amount of venting, if necessary (so long as it remains "blowing off steam" and not deliberate hurtfulness),
then express your point of view at an appropriate point. Keep in mind that respect needs to be a two-way street: you can
and should acknowledge the other person's opinion, but eventually he or she needs to start reciprocating. If he or she
doesn't, the debate is no longer proceeding in a fruitful manner.
Compromise
Many people approach arguments as a win-or-lose proposition, seeking to debate, wheedle or bully the other person into
acquiescing to their demands. This rarely accomplishes anything in the long term beyond building up resentment and
sowing the seeds for further conflict later on down the line. Instead, seek to resolve the conflict by finding areas of
compromise, or places where a "third path" may be equitable to both parties. For example, if the conflict involves a choice
between two different movies, see one film one weekend and the second film another weekend. Or let one person pick a
film and the other person select one next time. Larger conflicts may be more complicated, but the principle remains the
same: resolution can be found within the middle ground, rather than on one side or the other.
Arbitration
In situations where a conflict cannot be equitably resolved between two parties, an objective third party can be extremely
helpful. A manager at work, a marriage counselor, or even a mutual friend whom both parties trust can set the terms of the
debate and help both sides find an appropriate solution. If you are an arbiter, apply the same techniques you would as a
participant: be calm, be objective and allow both sides ample opportunity to air their grievances. An arbiter should explain
the logic of any decisions and attempt to seek a mutually acceptable compromise, rather than simply ruling in favor or one
party or the other.
Warning
In some cases, a conflict simply cannot be readily resolved. The other person may have no real interest in a solution,
seeking instead to hurt or agitate you. He may be afraid of losing face if he relents, or doesn't want to appear weak by
showing flexibility in his or her demands. If, after repeated and reasonable efforts to resolve the issue, you don't feel
further engagement is useful, break off the debate and seek another solution. This may even mean seeking the authorities
(a boss, a parent or even the police) or obtaining a forceful injunction such as a court order. In less-volatile situations, it
may mean stepping away from the issue for a time and giving it a chance to resolve through other means. Not all conflicts
can be resolved, and not everyone you argue with may be amenable to a solution. Learn to spot the signs of an intractable
fight and respond appropriately when conflict resolution fails.
Conflict & Interpersonal Communication

You don't have to let conflict ruin your relationship.

Never is there a more important time to use good interpersonal communication skills than when there is a conflict. But
Murphy's Law---anything that can go wrong, will go wrong---inevitably kicks in because conflict situations are also the
hardest time to practice good communication skills. Conflict in and of itself is not necessarily a bad thing, especially if
handled well. In fact, a well-handled conflict situation can actually improve a relationship. The art is in knowing how to
communicate when conflict arises.
Identification
One way to define a healthy relationship is by how well the parties handle conflict. If handled poorly, conflict can lead to
hostility and resentment. If handled well, conflict can lead to a deeper understanding and a mutual respect within the
relationship, according to DRB Alternatives, Inc., a counseling service. The amount of conflict is not as important to a
good relationship as is how the conflict is resolved.
Misconceptions
People who avoid conflict in the belief that they are doing a good thing for the relationship are fooling themselves. They
are only suppressing their feelings, which can lead to tension, self-worth issues, resentment and more conflict, according
to DRB Alternatives, Inc. Getting mad and blaming the other person does no good, either. This only makes matters worse
and makes you a bully. Trying to win and be what television personality Dr. Phil calls a "right fighter," does not help to
resolve conflicts, because if one person is a winner, the loser will invariably feel bad.
Potential
The key to good communication skills during a conflict situation is to reduce the emotions to remain rational. Both parties
need to recognize that they are going to work together to solve the problem. If both sides are involved in finding a
solution, they both will feel like they have won, or can at least strike a bargain that they can both live with. Both sides
must be committed to finding the fairest solution, not the solution that suits only one party. The best way to do this is to
keep the goal of continuing with a happy and healthy relationship in mind. If your goal is to constantly win each conflict,
you may get a temporary resolution, but if you have a bad relationship, or lose the relationship, then your strategy will not
have worked for you in the long run.
Features
Different communication techniques make it possible to resolve conflict. If one person is angry, the other should try to
defuse the situation by acknowledging what is causing the anger. Even if you don't agree with the other person, this is not
the time to state that. Simply acknowledge that you can understand the cause for anger. At this stage, you are trying to let
the other person know that you hear him. You are not necessarily agreeing at this point, you are just trying to get to the
next point. A little empathy doesn't hurt here, either. If the angry person is not completely crazy, he may have a valid
reason, and you should be able to empathize, putting yourself in his shoes.
Effects
After defusing and empathizing, encourage the other person to talk in a calmer manner by asking questions about what
she is thinking or feeling, according to DRB Alternatives, Inc. Remember to use "I" statements, rather than "you"
statements, which tend to aggravate situations. An example of an "I" statement would be to say, "I am upset that this is
coming between us." If you say, "You are upsetting me by your behavior," the other person may become defensive.
Benefits
Once everyone is calm, discuss the issue by both parties stating what their goals are. Brainstorm to come up with several
possible solutions and go over the pros and cons of each one together. This may involve some compromise, but knowing
that you have understood the conflict and have worked together in coming up with a resolution will pay off for both of
you.
Conflict Resolution Strategies in the Workplace
Conflict in the workplace is not unusual, but it can be disruptive and counter-productive. In order to maintain order in the
workplace, a company needs to engage in conflict resolution strategies before a conflict arises and be able to address a
problem when it happens. The best kind of conflict resolution strategies are preemptive and help to create a working
atmosphere that is collaborative and productive. When conflict does arrive, a healthy working environment can be a
positive influence in bringing the problem to a resolution.
Give Space
Deadlines can be critical to a company, but sometimes it can become obvious that a conflict will arise if people are not
given a break during a tense moment. If a manager senses that a conflict is imminent, give everyone a one-hour break and
then speak to the parties who are expressing concerns that could lead to conflict. Sometimes, in a pressure situation, the
best way to avoid a counter-productive conflict is to give everyone some space.
Listen
An argument can escalate when the two parties want to get their point across without listening to each other. The conflict
arises when one issue separates the parties and they cannot get past that one issue. Often, the solution lies in just listening
to the complete point each other wants to make and then considering those points as a whole. If a conflict arises, insist the
parties hear each other out and see if there is grounds for compromise.
Address the Problem
People sometimes bring personal issues to work with them and in certain situations, those issues can become conflict.
When a conflict does happen, a manager needs to focus the conflicting parties on the issue and have them leave out any
personal problems they may be having. If someone cannot get past their own personal issues, then they should be removed
from the group until they can focus on the problem itself and not their own issues.
Professionalism
A manager can diffuse a conflict by maintaining professionalism. Treat each side of the conflict with respect and a
professional tone. Answer all questions in a calm demeanor but with substance. Address an issue when it is brought up,
but be calm and insist that everyone else remain calm as well. Eventually, a professional tone will make the arguing
parties feel as though they should calm down as well.
Partnership Conflict Training
Partnership conflict training helps establish a better working relationship.
Partnerships (organizations made up of individuals sharing responsibilities) depend on participants collaborating
effectively. Training designed to enhance skills in problem-solving and relationship-building allows managers to resolve
conflict more efficiently. Differences of opinion are inevitable. Some conflict can be constructive. Lack of conflict could
even indicate apathy. Functional conflicts, however, can arise when team members disagree about a course of action.
Partnership conflict training enables the team to deal with resolving problems in a constructive manner.
Features
Conflict training for partnerships typically blends concepts of leadership, group dynamic development and valuing
differences. Workshops or seminars covering several days feature interactive sessions focused on discussing case studies
and role-playing to practice techniques. Instructional content typically includes topics such as why conflict occurs, how it
can be beneficial and how to manage disagreements. Conflict avoidance guidelines, such as separating "the people" from
"the situation" and focusing on good communication help participants learn how to handle conflict with less emotional
turmoil. Additionally, some training programs cover how to deal with long-lasting and difficult-to-resolve conflicts.
Benefits
Participants who complete partnership conflict training learn to see a situation from another person's perspective, without
having to agree with the other person. Participants learn to identify how other people think and feel. By accurately
perceiving other people's real intentions, participants can avoid blaming others and getting defensive. Explicitly
discussing and acknowledge perceptions allows partners to negotiate productively.
Function
Partnership conflict training prepares participants to deal with strong emotions, use effective communication and focus on
resolving the problem. Distrust, fear and anger cause issues in working relationships. By learning to acknowledge the
source of these emotions, participants learn to handle them (without ignoring or dismissing them) in a culturally
acceptable way. Learning to use symbolic gestures such as apologies can help defuse volatile situations. Training prepares
participants to solve problems to everyone's advantage, ideally.
Content
Topics covered include communication strategies such as focusing on the person speaking, thinking about what to say
when responding, using active listening (including paraphrasing) and expressing a position without attacking the other
side (which inevitably results in a hostile response.) Other topics include defining a problem in terms establishing interests
and resolving the conflict without arguing who is right and who is wrong.
Expert Insight
Partnership training programs should include opportunities to learn how to brainstorm solutions to common problems.
Participants learn to work in groups to generate ideas (and discuss the pros and cons of each) before making a decision
about how to resolve a conflict effectively.
Strategies for Resolving Workplace Conflict
Pretending that an unpleasant work situation does not exist will not make it go away. Ignoring the conflict does not
resolve the misunderstanding but merely buries it until a time when it once again reappears. Addressing conflict sooner
rather than later creates a more positive work environment for everyone. You cannot be the victor in a dispute at work;
rather than attempting to win a conflict, you would be better advised to work to resolve it.
Workplace Conflict
Workplace discord can be the result of strong personalities who disagree, miscommunication, negative politics, perceived
backstabbing and hidden personal agendas. This discord can bring about wasted work time, employee attrition, a stressful
work environment, and a drop in motivation, productivity and quality of service.
Identify Issue
Conflicts are inevitable at work, and there is no "one-size-fits-all" remedy for resolution. The conflict may be a mutual
problem that can be resolved through open discussion and negotiation. The issue needs to be clearly identified and
articulated while acknowledging that there are different perceptions of the problem. You and your coworker need to
delineate and openly discuss the real sources of the conflict.
Acknowledge Differences
Collaboration and compromise are the most productive forms of addressing conflict, because there is not a winner or loser
but rather a working together toward the best possible solution. Actively listen to what your coworker is saying with the
intent of understanding his position. If your colleague feels heard and validated, it is the next step toward reconciliation.
Try to understand the motivations and goals of one another and what effects your individual actions may be having on
yourselves and others.
Work on Possible Solutions
Both parties should have uninterrupted time to express their views about the conflict. If people are allowed to vent and be
heard, they then become amenable to generating and evaluating solutions. Negotiate and communicate how you want the
conflict to be resolved. Be specific about what you would like the other party to do to settle your differences. Work
together to resolve the problem.
Actively Listen
Communication is important to managing conflict and resolving problems. Active listening skills that can help reconcile
differences include restating, paraphrasing and summarizing. Brainstorming in which everyone has fair input can be
effective in reaching possible resolutions. Be open to all ideas, including ones you never considered.
Document the Resolution
Document the conflict resolution and plan of action, providing copies to both coworkers. This is important because it
provides each party with an agreed-upon path for implementation. Both sides have a better understanding and appreciation
for the position of the other, and a mutually satisfactory solution has been established. All parties need to commit to
making changes necessary to resolve the conflict.

Healthy Conflict in the Workplace

Conflict in the workplace has the potential for increasing productivity through innovation and problem-solving. Parties in
conflict can be encouraged to “think out of the box” to come up with a creative solution that takes all points of view into
consideration. An effective manager can set the tone for conflict resolution by addressing spoken and unspoken conflict,
allowing all voices to be heard and getting everyone involved in the outcome.
Defining Conflict
Conflict occurs when there is a disagreement or a clash between people and their ideas. Conflict is a normal part of life,
and people wind up in situations fraught with tension all the time. This is especially true in the workplace, where
colleagues often find themselves at odds about how to handle resources and issues at work. Sometimes there are
“personality conflicts” in which employees simply don’t like or trust one another. However, conflict in the workplace can
have a beneficial effect.
Misconceptions about Conflict in the Workplace
Managers may have the misconception that conflict among employees is always counterproductive. They may try to
ignore or gloss over disagreements to promote harmony, believing that it is best for the morale of the work force if the
parties involved move past the issue, so negative feelings don’t get out of control. Managers may be reluctant to step in
and choose sides. They might not want to become the target of negative comments by other employees. Some managers
are simply reluctant to engage in situations that are challenging or heated.
Causes of Conflict in the Workplace
Employees can experience negative conflict when they fear an adverse evaluation from a higher-up. They may resent
being compared to others in the company, or they may be at odds with fellow employees for resources like equipment or
funding for a project. Conflict often arises when there is a difference of opinion among workers or a change in the
workplace.
Benefits of Conflict in the Workplace
If managed properly, conflict in the workplace can have positive results. An employee can learn by coming to the table
with an open mind prepared to listen to the opposing party and her ideas. Participants in the discussion become engaged in
the discussion if they are excited about presenting their points of view. The results of a tense discussion with conflicting
ideas can be creative thinking and better decisions when parties forced to work together come up with a compromise that
takes all sides into consideration.
Turning Conflict into a Positive
Managers can encourage employees to understand that conflicting views can lead to professional growth, innovation and
increased productivity. By identifying the cause of the conflict and airing differences, employees can be assured that their
views will be taken into consideration. Parties in conflict can develop an action plan to address the conflict and arrive at a
resolution. The important things are that everyone’s voice is heard and that everyone involved has input into the solution.
Intro to Conflict Resolution Mediation
The cost of taking a conflict to court is prohibitive in many cases, especially for large companies, so mediation is
valuable. The decision made there is final. Use this guide to improve your own personal or business mediation.
The Types of Conflict in Communication
Conflict is a struggle that occurs when our needs and goals are incompatible with those of others. During our lives, we are
likely to experience several conflicts with people who are close to us, people we work with and those we might not know.
Types
 There are four types of conflict in communication: intrapersonal conflict, interpersonal conflict, intragroup conflict
and intergroup conflict.
Intrapersonal Conflict
 The conflict that is happening inside of an individual is intrapersonal conflict. This type of conflict takes place when
there is an inconsistency in our ideas, attitudes, emotions or values.
Interpersonal Conflict
 Interpersonal conflict is the conflict that takes place between individuals--friends, family members, couples or even
strangers. These types of conflicts usually take place when people communicate directly with each other.
Intragroup Conflict
 Conflict that occurs within a small group of people is intragroup conflict. These conflicts can involve members of a
family or workplace team and usually stem from individual differences that end up affecting the entire group.
Intergroup Conflict
 Intergroup conflict occurs between different groups. An example is the feud that occurred between the Montagues and
the Capulets in Shakespeare's "Romeo and Juliet." When conflict is this large, it can often continue for many years and is
extremely complicated to resolve.

Five Surefire Ways to Cause Conflict at Work

Whether you’re new to the workforce or a seasoned veteran, it always makes good business sense to be aware of how
your actions with coworkers can create a positive working environment or turn an otherwise slightly dysfunctional
workplace into a fully-armed battlefield.

As a professional mediator, I've seen my share of office politics and soured working relationships. Though each
workplace is unique, I've discovered some fairly common ways people cause problems with coworkers that they later
come to regret. Avoid landing in hot water by steering clear of these common behaviors.

1. Starting Every Sentence with “Listen, You Idiot...”

Not filtering anything you say can feel good in the moment -- but only to you. Belittling, shaming or embarrassing
coworkers tags you as the office bully. If respect is important to you (and you know it is), being able to disagree with
someone without name-calling, heavy sighs, eye rolling or verbal insults shows you can address a troubling situation
respectfully without making it worse.

Instead of approaching colleagues with the attitude that negative motivation is the best tactic to get them to act ("Are we
still paying you?!"), adopt an attitude that any kind of personal bashing has no place in a successful business. Sharing
positive feedback or giving praise doesn't create a team of namby-pamby babies who need constant coddling. Rather, it
creates an environment in which others are free to compliment you as much and as often as you compliment them. What
goes around comes around, so think before you speak.

2. Believing Only Your Ideas Count

Taking action without consulting anyone else can start some really good fights. If you want to burn colleagues who are
tired of your Monday morning memos surprising them with decisions in which they had absolutely no say, then by all
means only use your ideas. Doubting a coworker's ability to contribute to your success or believing that constructive
criticism is just a backdoor way for someone to sabotage you can be a mistake. There's always the exception to the rule,
but if a colleague is trying to warn you of potential pitfalls, take him seriously. Even employees beneath you can come up
with great solutions, so be open to a variety of ideas from a variety of sources.

Asking a few well-placed questions before making a decision will show others that you’re mindful and capable of seeing
the bigger picture. Being arrogant, paranoid and thinking you have to make all the decisions by yourself can weigh
heavily on you. If more than three people have told you the same thing about your behavior or attitude toward decision
making, it's time for an adjustment on your part.

3. Pitting People Against Each Other in the Name of Healthy Competition

Sparring works well for world-class boxers but throwing unsuspecting coworkers into the ring doesn't toughen them up. It
just makes them angry when they realize you're orchestrating tension between them. Some believe that pitting employees
against each other is a great way to eke out a few more sales or finish a project sooner. But doubling or tripling efforts on
the same task doesn't result in a positive outcome if employees are tripping over each other, focused more on getting upset
with one another than on getting the job done. Asking more than one person to work on a task and then picking a favorite
doesn't benefit anyone either. The winner is put an awkward position with her peers; the loser is humiliated.

Similarly, having a with-us-or-against-us attitude or making disparaging remarks about other groups may create new
conflicts out of old rivalries. Rather than using competition as a way to squash others, create and build a new definition of
success. If you personally would like to get noticed for a job well done, build people up based on their individual strengths
and talents, and they'll return the favor. Competing against yourself -- and winning -- is always the most satisfying
(especially at review time).

4. Believing That Mystery Is a Good Thing

Matchmakers claim that mystery can be intoxicating when you first meet a potential mate, but being coy at work frustrates
people. Using wimpy language like "when you get to it," giving hazy instructions before running out of the room or
making someone else break the news to a coworker that he's not going anywhere until he finishes the marketing plan will
create problems. You won't be seen as the good guy if you let vagueness become your communication standard.

Avoid being the employee whose behavior can best be described as "trying to nail gelatin to the wall." Don't let others
think you're on the same page and then bamboozle them with the complete opposite. Your colleagues will lose all trust in
you, and your boss won’t be able to count on you because your word means nothing.
Your coworkers will appreciate clear, concise language. It's OK to disagree but make sure people know what you’re
disagreeing with. It's much easier to come to a resolution on real issues than it is to play 20 questions or resolve the wrong
problems.

5. Never Admitting You've Done Anything Wrong

Hiding or ignoring the fact that you've mishandled a situation or slinking around to garner sympathy for poor outcomes
takes more energy than humbly owning up to an error and working to repair whatever damage your actions may have
caused. Ignoring occasions for self-reflection or side-stepping learning opportunities makes others feel they need to
organize an inquisition against you. The fight becomes the focus rather than the work.

The easiest way to deflate anger with a coworker is to listen to her perspective, come clean about your participation in the
conflict and work together to figure out ways to avoid similar situations in the future. Simply keeping your blinders on
and worrying only about yourself isn't enough. Consider her point of view (remember, understanding her perspective
doesn't mean you agree) and see if you can come up with a solution that satisfies both of you. Your coworkers and career
will thank you.

What is Conflict?
Conflict is an unavoidable aspect of everyday life. Whether it be with others, yourself or an organization, conflict is an
inevitable aspect of life experience. Understanding how it starts and how it escalates goes a long way towards knowing
how to use it to your advantage. This article will address how to spot the seeds of conflict in a situation and take
advantage of the possible outcomes that conflict can provide.
Features
1. Conflict occurs between two or more people who disagree on an issue that threatens their respective goals, values
or needs. How the participants in a disagreement perceive this threat determines to a great extent how heated the conflict
can become. With only so many resources and opportunities available within any social setting, it's not uncommon for
conflicts to arise. On the contrary, when handled effectively conflict can lead to personal growth and create the change
needed to improve interpersonal relations overall.
The ultimate root of conflict happens when you perceive something or someone as a threat to some area of your well
being. Threats typically trigger emotional or psychological responses. When this happens your ability to view and
approach the situation in an objective manner is hampered. This, in turn, makes it seem like there's a limited number of
solutions to a particular problem. Once perspective is hampered by emotion, communication becomes difficult.
Focusing on each party's vested interests, rather than the perceived threats is a more effective way of handling conflict.
This approach creates an environment in which both party's needs can be expressed. The shifting of focus works to reduce
the emotional drive to protect your interests. The interaction then becomes a solution-based exchange where emotional
factors can be expressed and addressed.
Effects
2. As with all things emotional, the ingredients for conflict can be present long before an actual altercation takes
place. The ability to identify and address conflict at an early stage reduces the likelihood of escalation. To do this, it helps
to understand how people are apt to communicate (or not communicate) their concerns.
One theory holds that individuals typically fall into one of the four basic personality temperaments: choleric--these are
bold, direct communicators who can be intimidating, but are open to change; phlegmatic--these are fact-driven types who
dislike conflict, and change; sanguine--these types welcome conflict for the expression and exchange of ideas. They see
change as an adventure and melancholic--these types are all about the status quo. They don't like to rock the boat. They
don't like change.
Conflict, whether expressed or not, invokes change. Whether the change is positive or negative depends on how the
situation is handled. Those who fall under a personality type that's uncomfortable with change benefit most from an
exchange that allows for the expression of vested interests and needs. Understanding the reasons for a conflict and the
need for change is essential to moving the process of conflict resolution along.
Types
3.
Conflict can take many different forms. Being able to identity the type of conflict brewing, or in play helps with the
resolution process. There are five types to consider.
1. Structural: these are caused by external forces such as occur within an organization--work loads, availability of
resources, time constraints. Structural conflicts require structural solutions.
2. Data: these have to do with the information processes in place within the organization. Disagreements over data can be
caused by the process itself or misunderstandings on how the process should work. Changes in the process, or a thorough
explanation on how it works is the solution approach needed.
3. Values: these are based on individual belief systems and are the hardest to resolve. The best approach here is to
encourage an understanding and respect of each others values.
4. Relationship: these typically center around conflicting personality issues which lead to negative behaviors. Sometimes
resolution can be reached through understanding each other's reasons for disagreement depending on how ingrained said
issues are. Boundary setting in terms of establishing a cordial respect for those involved may be all that's possible in this
instance.
5. Interests: these happen as result of perceived threats to one's goals, or needs. Emotional and psychological factors may
be present on both sides. A solution-based approach that addresses each party's interests, desired outcomes and positive
intentions can reduce the likelihood of perceived threats dictating the resolution process.
Theories/Speculation
4. One popular theory on why conflict exists was proposed by Karl Marx, a German theorist and political activist of
the 19th century. Marx attributed the basis of conflict to materialism, in that norms established in the marketplace (the
world of work) dictate our individual class associations, and interests therein. He theorized that the resulting set of class
consciousnesses, representing different socioeconomic levels and interests, leads to the inevitable conflicts that we face
from day to day.
According to Marx, the individual's sense of a class consciousness was necessary for constructive change to happen. He
viewed society's power holders as opposed to the notion of class consciousness as a means to maintain their positions.
Instead, power holders promoted the notion of individual consciousness as a way to weaken the impact of mass, or class,
conflicts. Many of today's economists and sociologists view Marx's theory to be a prevailing force within modern day
society.
Benefits
5.
As stressful as conflict can become at times, there are genuine benefits to resolving it that would otherwise not present
themselves if it didn't arise. Benefits can come in the form of personal growth, stronger relationship bonds, increased
productivity and an overall boost in morale. The occurrence of conflict opens up areas that would otherwise find little, to
no motivation for growth and change.
Examples of the benefits to effective resolution can be found in all areas of society. Conflicts occurring on the
international level have led to numerous trade relation agreements across the globe as well as peace treaties invoked by
countries with opposing interests. In the areas of business, strategies and approaches have increasingly favored the "win-
win" perspective in business negotiations. As far as personal relationships go, the ability to address concerns and interests
makes for long-term bonds that strengthen over time.

Our Conflict Resolution Training & Negotiation Training Program contain powerful conflict resolution techniques -
negotiation, assertiveness and persuasion – and significantly help improve workplace conflict resolution.
Conflict is the result of people having differing needs, opinions, and expectations. The reality of conflict is that in any
human relationship it is inevitable. More importantly, if handled well conflict provides a powerful avenue for significant
growth. Hence developing good conflict resolution techniques is very important and essential.

Conflict resolution involves recognizing and managing the particular conflict. This is an essential part of building
emotional intelligence, and nurturing relationships. Poorly handled conflict can affect both the employees and the clients
thereby impacting the company’s bottom-line. To maintain your competitive advantage, you need the entire organization
to focus on developing conflict resolution strategies to quickly and effectively resolve conflict, while building trust and
commitment with clients and colleagues.

MMM Training Solutions Conflict Resolution Skills Training program provides techniques for individuals in an
organization to resolve workplace conflict and build a common understanding and framework for working through
challenging conflict situations. We have, after much research, decided to focus on the Win-Win Approach using the three
critical skills of conflict resolution – Negotiation, Assertiveness and Persuasion. These skills will enable the participants
to develop conflict resolution strategies for quickly and effectively recognizing, resolving and preventing conflict.

Below are listed some of the important components of the workshop:

Conflict Resolution Techniques:

• WIN/WIN Approach
• Managing Emotions
• Negotiation Skills
• Assertiveness Skills
• Persuasive Skills
• Outcomes:
o Increased employee morale
o Increased employee productivity
o Increased employee communication
o Increased customer satisfaction
o Increased customer base
o Increased profitability

Conflict resolution is a broad term which encompasses various strategies intended to resolve a conflict by identifying its
source, and eliminating it. When two factions with a different approach to a problem come together, the chances of
conflicts between them cannot be ruled out. Even though there do exist positive outcomes of conflicts, such outcomes are
very rare. Conflicts are known to have more detrimental effects than positive ones, and thus resolving such issues at the
earliest has to be your priority. While a few of these conflict resolution strategies stress on a full fledged offensive, most
of them highlight the need of negotiation and diplomacy. Some of the most popular conflict resolution styles are discussed
below.

Avoiding a Conflict
This is by far the easiest way of resolving conflict at the work place. In the competitive world of today, there are
significant chances of you coming at loggerheads with people around you. Even if you don't interact when working,
competitive edge may drive you at the loggerheads. In such a scenario you can opt for a non-confrontational approach,
and avoid the person with whom you are likely to get into further arguments. though it is the best conflict resolution
method at the workplace, it is efficient in other circumstances as well.

Winning Habits
While avoiding the person is a wise option, this might not work when the other person has a contradictory view. In such a
scenario, winning is the best way to resolve a workplace conflict. Unlike avoidance, winning is a confrontational,
aggressive approach in which your only goal is to get an upper hand over the other person. In order to get into this mode
you need to be firm on your decisions and know what you want. The competitive approach involved here can be socially
incorrect at times, but this is the best approach for conflict resolution at workplace, wherein the need of the hour is to
prove a point.

Solving the Problem

While the two conflict resolution styles mentioned above seem to be at the extremes, there also exist other measure which
are much more convenient and practical - problem solving being one of them. In this method, one person has to take the
lead and the other person has to cooperate in order to discuss and solve the problem. In the corporate world, your
negotiation skills come into the picture in this conflict resolution technique. Unlike the competitive approach of getting an
upper hand, this style of conflict resolution requires proper understanding between the two individuals, and respect for
each others needs and opinions.

Compromising with the situation: You can resort to this style of resolving conflict when you want to choose the middle
path between being assertive and being evasive. This is a diplomatic approach wherein your actual conflict resolution
skills will come into the picture. In most of the cases, the end result is partial satisfaction for both the sides as both choose
to compromise and take the middle path. Ideally, you should resort to this style when both the sides are equal and the
chances of losing something are more prominent than winning it. This style works best when it comes to conflicts in
relationships.

Accommodating to the requirements: Among the various conflict resolution types, getting accommodated to the other
persons' requirements is perhaps the most selfless approach. You can go for this style of conflict resolution when you are
willing to resolve the conflict at the cost of your own needs. In this method, you need to be cooperative as well as non-
assertive to resolve conflicts with others. This approach is seldom seen in the corporate world today, wherein moves are
made by diplomatic and competitive approach. As in case of compromising, this mode also works in context of
relationships.

These were some of the most popular conflict resolution styles which you can resort to in order to resolve conflicts with
others. At the end of the day, people around you have to be your first priority and that is where conflict resolution
activities should comes into picture. Handling conflicts properly can help you get rid of numerous issues and aftereffects
associated with it, and multiply the positive outcomes of your personal as well as professional relationships.

Ascent of Conflict and the Death of Resolutionby Wasif Rizvi Courtesy to "Vimukt Shiksha"

It seems ironically befitting to elaborate on the theme of "conflict resolution" in the closing
months of the 20th century — which happens to be by far the most violent and the bloodiest in
human history. More than 80 million people have been killed in direct warfare in this century,
which roughly amounts to about 2200 violent deaths every single day for the last 100 years.
More than 3/4 of these fatalities have directly involved Europeans/Americans. The great
proponents of peace, conflict resolution, and human rights have conveniently ignored this glaring
contradiction when carrying out their foreign/domestic policy agendas.

While brutal violence has grown as a regular instrument in promoting exploitative and racist
agendas, the so-called ‘timid’ ideals of peaceful dialogue, respect, and magnanimity have been
reduced to garnishing meaningless UN resolutions. In this article, I argue that the numerous
conflicts that are emerging are a direct result of the existing Global World Order. Most of these
conflicts around the world don’t just naturally happen, but rather are manufactured. I
begin by analyzing the historical intellectual roots of this GWO. I then examine how this intense
pathology continues to manifest itself in the contemporary world through institutions such as the
United Nations and factory-schooling. Finally, I conclude with some ideas on how to initiate
societal processes for empowering new capacities and spaces to transform conflicts.

Historically, many social, political and economic theories have glorified war and genocide on
‘scientific’, ‘pragmatic’, or even ‘natural’ grounds. According to the ‘Enlightenment’ scholars,
moral principles of justice, dignity and solidarity were unknown to human civilizations until three
centuries ago (which, of course, conveniently coincides with the ascendancy of Western powers
as dominant global forces). In their expansionist quest to ‘civilize’ their little brown and black
brothers, Europeans and North Americans proceeded to engage in the worst forms of deceit,
fraud, brutality, theft, slave trade, and destruction of indigenous societal structures. The
extermination of millions of Native Americans and Aborigines, the enslavement of many millions
of Africans, and the colonization of Asians was further justified through Darwin’s doctrine of
survival of the fittest. This theory of ‘natural order’ was bluntly applied to silence the murmurs of
anyone who dared to question such barbaric actions on ethical grounds.
I should clarify that I do not claim the world was a peaceful Utopia before the European
invasions, but everywhere the Portuguese, French, Spanish, English, and Dutch went, they raised
the level of violence to an extraordinary degree. As a historian of the East India Company
describes, "warfare in India was still a sport, in Europe it had become a science."

After exterminating millions of innocent people and hammering a large chunk of humanity into
submission, the great ‘civilizers’ turned their attention towards building great bastions of fascism
and repression in their own homelands. After two monstrous wars, in which millions of people
were slaughtered, the civilizers decided to create an international body to resolve conflicts.
Though overt European imperialism had collapsed, good old Darwinist principles had found a
new home in the United Nations i.e., countries possessing more brute force than others would
now be legally allowed through the international agencies and ‘independent’ nation state
structures to continue their agendas of exploitation and extraction of resources from the
powerless.

It is important to note that more than 80% of the world production and sales in arms (including
weapons to those so-called ‘terrorists’) is carried out by the voting member countries of the UN
Security Council. These sales still account for a significant portion of their economic stability and
growth. It is also interesting to note that the U.S. is far in the lead in vetoing Security Council and
General Assembly resolutions -- when these might challenge their own puppet dictators in
different countries. Despite what we are made to think, the decisions taken by the UN are not in
interests of justice or peace for humanity; but rather stem from the cold, calculating logic of
geopolitical and economic interests.

The UN typically uses international aid/debt as its soft tool of coercion but when this doesn’t
work, other approaches can be called upon to silence disobedience. The massacre of the Iraqi
people by the United States, in order to ensure its supply of cheap oil reserves, represents one of
the most abhorrent displays of the obsessive pursuit of mass destruction and total disregard for
both human life and for possibilities of peaceful resolution of conflict. As observed by The Times
of India, the Iraq saga reveals Western civilization’s "unrestricted appetite for dominance, its
morbid fascination for hi-tech military might, its insensitivity to ‘alien’ cultures, and its appalling
jingoism." Most recently, as the U.S. and Britain disregarded the UN process when bombing Iraq,
CNN and the New York Times assured us that ‘the world’ was united against Iraq. Kofi Annan was
reduced to a spectator in this most ghastly horror show.

For the Third World, the message of the new Global World Order has been simple: Don’t raise
your heads, because "What we say, goes." Or otherwise loosely translated: ‘we are the masters,
you shine our shoes, and don’t you ever forget it.’ Those who follow are rewarded; those who
don’t are punished. Such examples serve to highlight America’s arrogant claim on being the
judge, jury and executioner for the world and the limitations that sincere resolution efforts face
in this global environment of unparalleled hostility and hypocrisy.

To pull us out of this morass, a serious strategy must include: 1) unmasking and seriously
reflecting on so-called ‘historical truths’ with a view towards reconciliation and regeneration;
and, 2) generating a new sense of social and intellectual consciousness and confidence amongst
individuals and communities. Such a generative critique will also require us to closely examine
how rld.

In these bleak times, educators face a monumental moral and intellectual challenge. They must
ask themselves, "What kind of consciousness does schooling really create? Does it produce a
conglomerate of self-indulgent, competitive consumers? Indifferent, soul-less, confused citizens?
How must schooling be transformed to facilitate a public consciousness imbued with confidence,
a desire for justice, a sense of deeper meaning, and respect for all life?" To answer these
questions, we cannot look to testing, teacher training, textbooks, or to other mundane details of
school management.
Instead, creating the answer will depend on rediscovering and reclaiming our faith in those
elements which are integral to our humanity — our inherent capacities to trust, to love, to hope.
It will also call on us to challenge the Global World Order (and its local counter-parts) by
questioning and exposing the agendas behind such notions as ‘freedom’, ‘democracy’,
‘nationalism,’ ‘liberalization’, and ‘progress’. Lastly, it will require that we break away from the
formal mechanisms of conflict resolution that are left over from our colonial masters and work to
create new learning spaces, societal role models, and knowledge systems for engaging in more
meaningful and just interactions.