Conflict Reolution

Conflict Resolution Strategies

Dera Hicks

University of Phoenix

September 6, 2007

Conflict Resolution Strategies

Conflict is an unavoidable circumstance of human interaction. While conflict is a natural occurrence, it can often feel quite uncomfortable. Groups and teams are perfect breeding grounds for conflict because of the individual differences involved. Conflict can be either constructive or destructive, therefore it is important to understand the types and sources of conflict as well as how to effectively manage conflict in a group or team environment. This paper will examine types of group conflict and their sources, and explore effective ways of constructively managing conflict in a team environment.

Conflict

One definition of conflict is "any situation in which there are incompatible goals, cognitions, or emotions within or between individuals or groups that lead to opposition or antagonistic interaction" (DeJanasz, Dowd & Schneider, 2001, p. 242). Since conflict is an inevitable part of human interaction, it is important for an organization that desires success to understand types of conflict and their sources. According to Putnam, there are three sources of conflict: substantive conflict, procedural conflict, and affective conflict (Putnam, 1986). Putnam also defines these conflict types as follows: "substantive conflict is disagreement over members' ideas and group issues"; "procedural conflict is disagreement among group members about the methods or process the group should follow in its attempt to accomplish a goal"; "affective conflict centers around the personalities, communication styles, and emotions of group members" (Putnam, 1986). Where do these conflicts originate?

Any of the above types of conflicts can arise from a number of sources. Conflict can occur because of limited resources (money, time, technology, supplies, etc.) differences in goals or objectives, miscommunication, differences in attitudes, values, and perceptions, or personality clashes (DeJanasz, et. al., pp. 245-246). These conflicts can happen at any time and are, for the most part, unavoidable. This does not mean, however, that they have to pose a problem for an organization; they can be a constructive opportunity. It is therefore important to learn to manage conflict as it arises rather than try to prevent conflict.

Conflict Resolution

One of the first steps in resolving a conflict is to find out what the reasons behind the conflict are. Any emotional involvement in the conflict must be abated before it can be effectively managed (Capozzoli, 1999). Capozzoli states that "emotions are a very strong deterrent to communications and when trying to resolve a disagreement, the ability to communicate with the other persons) [sic] is critical" (1999). Once the emotional factor of the conflict has subsided, the cause(s) of the conflict must be explored. Objective exploration of the conflict is important to determine the source. Have there been personality or values conflicts? Perhaps the group has run out of resources or there has been a misinterpretation of goals.

Regardless of the specific cause, each member of the group needs to be "willing to discuss their perceptions of the situation and be willing to try to understand the other person's perception of the situation (Capozzoli, 1999). A mediator to the conflict is useful for this part of conflict management. A mediator can help keep the discussion and examination of the conflict in perspective so the participants can focus on understanding (not necessarily agreeing with) the other person's point of view and emotional involvement in the conflict.

The University of Phoenix's Learning Team Toolkit suggests using the 4Rs method to determine the conflict. The 4Rs are as follows: Reasons, Reactions, Results, and Resolution (Engelberg, Wynn, & Schutter, p. 155). Once analysis of the conflict has been completed, the next step is to determine the best course of action for conflict resolution. Such options can involve the A-E-I-O-U model, negotiation, mediation, or arbitration. The A-E-I-O-U model (Wisinski, 1993, pp. 27-31) is: "Assume the other members mean well", "Express your feelings", "Identify what you would like to happen", "Outcomes you expect are made clear", and "Understanding on a mutual basis is achieved". Negotiation requires a collaborative effort in which some concessions may need to be made to reach an agreement that is acceptable to all sides. Mediation is the involvement of an unbiased third-party intervention that is present "only for the purpose of guiding, coaching, and encouraging the disputants through negotiation to successful resolution and agreement" (Kimsey, Fuller, & McKinney, n.d.). Arbitration is a last effort in the case that mediation or negotiation fail. An arbitrator is still a third-party entity, but this entity's duty is to carefully consider each side of the conflict and derive a solution for the participants that cannot come to agreement.

One way to avoid some perception conflict is to use a seven stage strategy outlined by Roger Fisher, William Ury, and Bruce Patton. Their strategy is designed to separate affective and substantive issues during the negotiation process, thus dealing with each independently. The first