CONFLICT AND RESOLUTION STRATEGIES

Shared from:

Conflict Resolution Strategies

February 7, 2013 by Dr. Jon Warner

http://blog.readytomanage.com/category/conflict-resolution/

Conflict can be destructive if it isn’t successfully channeled and resolved relatively quickly and efficiently.  Conflict is not problematic.  If handled properly, conflict can highlight problems that need to be rectified, lead to new ideas and behavior, enhance communication, and foster better long term relationships between individuals and groups.

We frequently encounter conflict in our working and personal lives.  We need conflict resolution strategies to resolve conflict constructively.  There are three conflict strategies that can be utilized each time a particular conflict situation needs to be handled.

 

Conflict Resolution Strategy One

In any conflict situation a number of parties may be involved.  We need to identify the stakeholders involved and the roles they play:

• the direct parties and those who represent the disputants
• indirect parties consisting of the advisers (formal and informal) who work behind the scenes
• giving advice on what to say and do in the conflict situation
• influencing the direct parties to act in a way that exacerbates, rather than resolves the conflict
• the spectators who watch the conflict take place, and often gain pleasure or benefit from the spectacle of the conflict

To fully understand the conflict situation, you need to be aware of who is playing what role in the conflict and why.

 

Conflict Resolution Strategy Two

Understand the potential sources of the conflict.  The “RADAR” model can be use to do this.  The RADAR model offers five possible “realms” of conflict sources.

Relationship Conflicts

·         often arise as a result of the presence of highly aroused emotions(usually negative ones)

·         Social stereotyping, miscommunication and bad personal behavior can all lead to poor relationships and misconceptions

Aims Conflicts

·         caused by very direct and usually incompatible goals of two or more parties

·         results when one or more of the parties believe that in order to satisfy his or her aims, the goals of an opponent must be sacrificed

Data Conflicts

·         arise when people either do not have the necessary information to make fully informed decisions, are misinformed in some way

·         disagree on what information is relevant, or interpret information differently

·         caused by a lack of communication between individuals

·         can often be resolved quite easily with a little effort and by standing back far enough

Attitudes Conflicts

·         arise as a result of real or perceived incompatibility in values or beliefs

·         caused when people attempt to force their own beliefs or attitudes on others or do not allow for different views

·         can often be resolved by spending some time in trying to discover shared values or beliefs

Restrictions Conflicts

·         caused by forces external to the people in dispute

·         Limited authority, geographic constraints, time, insufficient resources, organizational changes, etc can make conflict appear like a crisis

 

Conflict Resolution Strategy Three

The utilization of a “conflict map” can be a very useful preparation strategy to consider.  Many conflict situations will be complex and discussion between the parties may keep rehashing the same views, without coming up with concrete proposals for “middle –ground” or actually resolving the conflict.  A conflict map can be prepared so that the parties obtain a full overview of the conflict situation.  A conflict map simply lists the Needs and Concerns of both parties and outlines potential areas of synergy and difference.

 

Conflict represents both a threat and an opportunity.  Differing values do not necessarily lead to conflict.  People work perfectly well together with very different values.  Attitudes are hard to quickly discover and are extremely difficult to change with any speed.