Conflict resolution

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Conflict Resolution

The Fabulous Five

Gen 00 Skills for Professional Development

Jeryl A. Ashe

March 1, 00

Conflict Resolution

It happens everyday at home, work and school. It's as much a part of our daily routine as breathing and sleeping. Because we are human, conflict is unavoidable. For most people, conflict carries a negative connotation. It is a problem that makes all involved uncomfortable. To better understand conflict is to realize that it is going to happen at some point in time no matter what. Knowing this can help ease our negative feelings towards conflict. Once that fact is accepted, it is then possible to move forward and turn potentially damaging conflict into a purposeful, rewarding outcome. But how is conflict resolved? By understanding causes of conflict, potential warning signs of conflict, and adopting applicable solution methods, conflict can be resolved, thus helping a team or organization reach its goals and be successful.

A team or organization is usually comprised of distinct individuals. When conflict arises within a team, it is usually the result of differences between those individuals. Socio-economic differences, ethical differences and personality differences can all be possible causes of conflict. Let's face it, no two people are the same. They may come from different parts of the world, have different educations and have totally different views of the world. Their personalities can range from shy and reserved to outspoken and demanding. Adding these differences to a team's recipe can lead to disaster. If handled properly, these differences can be the key ingredients to a successful and efficient team. Especially in a professional environment, it is imperative to attempt to overcome these differences. In order to get a diverse group of individuals to function as a team, it is important to not only recognize the member's differences, but to embrace them. Every member's experiences and background is a unique tool that can be utilized to reach a successful outcome. Different is a good thing. The sooner that is realized, the better the outcome for all parties involved. However, when these differences aren't recognized, they can have a crippling and catastrophic effect on a team.

What exactly is conflict? Conflict can be defined as the interaction of interdependent people who perceive a disagreement about goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals. Conflict is a social phenomenon that is woven into the fabric of human relationships; therefore, it can only be expressed and manifested through communication. Clashes occur more often over perceived differences than over real ones. Becoming aware of simple conflict warning signs can help to minimize these types of situations.

The social relationship characteristics, communication barriers and the need for consensus, are just a couple of warning signs that we all need to become familiar with when working with others. Often times, when working as a group or even with just one other individual, the need for agreement is a problem. Because team negotiation is so complex, members often use simplifying procedures to reach decisions (Bazerman et al., 188). Teams may use majority rule as a decision heuristic because of its ease and familiarity (Hastie, Penrod, & Pennington, 18; Ordeshook, 186). However, as noted, majority rule ignores member's strength of preference for alternatives. Teams that use majority rule are less likely to reach mutually beneficial, integrative outcomes than are teams requiring unanimity (Thompson et al., 188). Majority rule inhibits the discovery of integrative agreements because it discourages information exchange about preferences (Castore & Murninghan, 178).

When working with others, it is important to allow them to state their opinion about a topic. However, because no two people ever really think alike, conflict is going to arise. Many problems can arise when multiple minds are at work together. The lack of communication, misunderstanding in terminology, and the unwillingness to listen to another person, increases the possibility for conflict. When all parties involved in the decision making process must agree on the overall outcome, disagreements tend to escalate even more.

The need for agreement becomes a problem because not everyone is going to agree. When working with others in a group atmosphere, communication is a key element in avoiding conflict. Sometimes things are said that are unclear in meaning or easily misunderstood by others. An individual should always clarify their meaning and explain any misunderstandings as to avoid further conflict. Even more times than none, others are unwilling to listen to someone else's opinion, and often times refuse to see things from their viewpoint. When working with a group, it is only fair to be open to suggestions and at least consider the views and opinions of others.

The need for all parties to agree almost always leads to conflict. As a group, a mutual agreement should try and be met, but only after everyone in the group has spoken and been given the opportunity to voice their opinion on the matter. Major incidents of conflict decrease as interaction increases. The more individuals interact and continually communicate with one another, the more likely it is that they become familiar with each other and their thoughts and views on certain issues. Working together with anyone is hard when you are not sure of their particular view on things; that is why the willingness to listen to one another is an extremely important aspect of teamwork.

Ambiguous jurisdiction is another warning sign of conflict. This is where division of responsibility and authority are unclear. When this happens, the possibility of conflict increases. When responsibility in a group atmosphere is unclear, it brings confusion to other individuals and disarray to the group. It does not allow room for clear and decisive points to be made. Conflict warning signs tend to be cyclical, repeating itself over and over until there is a universal resolution. At the first sight of warning signs pertaining to an argument or conflict in the group, everyone must first accept the idea that each person is an individual with individual thoughts. Most people tend to argue by using an attach mode. It usually consists of blaming and dominating the conversation. This is not a healthy way to get your point across or listen to the points of others. Another warning sign is conflict of interest. This is where competition from resources or rewards escalates possible arguments. When each party looks at the issue in a competitive manor, they tend to approach the discussion defensively. Ways to overcome this conflict is by realizing the common interest between parties. Rees (11) suggests that conflict is neither good nor bad. It is what we do with it that makes the difference. No matter how many fairness rules may appear, it is not an absolute construct. Most warning signs come to a head by negative connotations. You are able to feel threatened by tone of the voice, lack of communication and unwillingness to participate. It is how you work through issues by strategy and patience that allows you to truly get your point across.

So, then, we know conflict is going to happen. There are warning signs of conflict possibly occurring. If these signs are not heeded, and conflict occurs, then what? There are several methods to resolving conflict that can be implemented to try to reach resolution. The initial step in conflict resolution is recognizing that conflict exists and determine what it pertains to. There are several methods of dealing with conflict in order to reach the established goal. In maintaining a peaceful balance, one could accommodate the other person's ideas while selflessly neglecting his own, if it is recognized that the issue is of more importance to the other person involved. If both ideas and concerns are of equal importance, and an accommodation cannot be made, then a compromise should be met. This strategy can be used when both individuals display similar commitment and determination in meeting the same goal. A mutual agreement is reached, and both individuals' ideas are used in the process.

Another method of resolution is avoidance. Conflict can be avoided once it is recognized that it exists. One would temporarily overlook the conflict by focusing on the task at hand. This is most effective when there are time constraints and immediate results are required. This strategy is best used when the conflict is emotionally charged and the risk of hurting someone's feelings is high. Although a temporary solution, it is usually not the best since the issues are left unresolved and could later resurface.

A possible method of conflict resolution is to employ a competition strategy. When someone employs the competition strategy, they pursue his or her own concerns at other's expense. This is a power-oriented strategy used to determine a winner and loser in the conflict. Determining a winner, however, should be beneficial to the goals of the team, not an individual. Another possible method is collaboration. This is when the group works together to find some solution appealing to the parties in conflict. It encourages teamwork and cooperation. Unlike competition, collaboration does not create winners and losers and does not pre-suppose power to others. The best decisions are made by collaboration. ("Tools for Teams,", L. Thompson, E. Aranda, S. Robbins. P. 4.)

Conflict in teams is unavoidable, but if individuals familiarize themselves with the warning signs before hand, conflicts can be minimized. The undeniable fact is that conflict will happen. It can be a deciding factor between success and failure. Those involved must decide if the conflict is going to have a positive or negative impact on the outcome. By practicing resolution tactics and strong communication, conflict can be overcome. Managed effectively, conflict can be the key to leveraging differences of interest to arrive at a creative solution. Managed ineffectively, conflict can lead to absolute destruction of an organization's goals altogether.

References

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Wilson, J. C. (001). Scientific research papers. In Stewart, J. H. (Ed.), Research papers that work (pp. 1-56). New York Lucerne Publishing.

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