Understanding the levels of conflict is also important. If the conflict has grown from a minor disagreement to a fight, the tools that work for minor disagreements will not work anymore.
1. Problems to solve. A problem is discussed, and a solution is decided.
2. Disagreement. People take sides and actions based on assumptions.
3. Contest. People argue about who is right and who is wrong–each party fighting to be right.
4. Fight. Both parties become defensive–it is about winning and losing now.
5. Intractable situation. There is no solution, no winning or losing–only separation.
Strategies for resolving conflict differ depending on the level. For level one, problems to solve, clear communication and a collaborative approach are essential. To resolve conflict at this level, managers should clearly state the issue or problem to solve, listen to all sides carefully, and identify each side’s interests. Agreeing on shared goals can also help, as well as making sure all voices are heard and there is an atmosphere of trust.
Level two, disagreement, calls for more structure. Establishing ground rules for a conversation can be an important starting point, such as “we will listen to each other’s points, no matter what.” After the ground rules have been established, a manager should establish a common goal or objective.
At level three, contest, the fear and distrust levels are higher. Therefore, the process needs to be even more structured–ground rules, roles for who is gathering information and presenting it, who is leading the meeting, etc.
At level four, fight, it is often no longer clear what the disagreement is even about. It is no longer about a specific issue, but is instead about a damaged relationship. External help (a mediator or facilitator) is often necessary at this stage.
If the conflict reaches level five, intractable situation, an outside party needs to not just mediate, but also make the decisions.
HOW WE RESPOND
Conflicts are also affected by the way people approach them. Everyone approaches conflict differently. However, often people only use the same one or two approaches every time they face conflict. The five most common approaches include:
1. Avoiding. When avoiding conflict, people usually back away from conflict, even if nothing has been settled. When dealing with an avoider, a manager should strive to create a safe place for people to talk, and give people time to think and consider before the discussion.
2. Accommodating. This usually means putting a relationship before personal wants and needs in a conflict. A manager needs to assure accommodators that the relationship is not in jeopardy.
3. Directing. “Directors” are more focused primarily on personal goals, and more concerned about “getting it done” than what others want or need. A manager should help directors realize that it is in their best interest to collaborate with others to solve conflict.
4. Compromising. Compromising means that everyone accepts a little less to get the job done. Managers can encourage compromisers to slow down before rushing to reach a solution.
5. Collaborating. In a collaboration, people make sure that both sides are heard and understood. Collaborators need deadlines for decision-making to avoid endless negotiations.
Good managers understand both their own approaches to conflict, and their employees’ approaches. There is no “right” way to approach conflict, as different situations call for different approaches. For instance, sometimes it is appropriate to avoid conflict if the situation just does not warrant discussion or collaboration. But sometimes, managers avoid conflict when the situation really needs to be addressed and sorted out thoroughly. The key is to know when a certain approach is appropriate, and when it does more harm than good.
Shearouse stresses that understanding style differences in approaching conflict can help everyone involved to respond to personality differences more effectively.
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