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5 Strategies for Conflict Resolution in the Workplace

• 07 Sep 2023

Any scenario in which you live, work, and collaborate with others is susceptible to conflict. Because workplaces are made up of employees with different backgrounds, personalities, opinions, and daily lives, discord is bound to occur. To navigate it, it’s crucial to understand why it arises and your options for resolving it.

Common reasons for workplace conflict include:

• Misunderstandings or poor communication skills
• Differing opinions, viewpoints, or personalities
• Biases or stereotypes
• Variations in learning or processing styles
• Perceptions of unfairness

Although conflict is common, many don’t feel comfortable handling it—especially with colleagues. As a business leader, you’ll likely clash with other managers and need to help your team work through disputes.

Here’s why conflict resolution is important and five strategies for approaching it.

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Why Is Addressing Workplace Conflict Important?

Pretending conflict doesn’t exist doesn’t make it go away. Ignoring issues can lead to missed deadlines, festering resentment, and unsuccessful initiatives.

Yet, according to coaching and training firm Bravely , 53 percent of employees handle “toxic” situations by avoiding them. Worse still, averting a difficult conversation can cost an organization $7,500 and more than seven workdays.

That adds up quickly: American businesses lose $359 billion yearly due to the impact of unresolved conflict.

As a leader, you have a responsibility to foster healthy conflict resolution and create a safe, productive work environment for employees.

“Some rights, such as the right to safe working conditions or the right against sexual harassment, are fundamental to the employment relationship,” says Harvard Business School Professor Nien-hê Hsieh in the course Leadership, Ethics, and Corporate Accountability . “These rights are things that employees should be entitled to no matter what. They’re often written into the law, but even when they aren’t, they’re central to the ethical treatment of others, which involves respecting the inherent dignity and intrinsic worth of each individual.”

Effectively resolving disputes as they arise benefits your employees’ well-being and your company’s financial health. The first step is learning about five conflict resolution strategies at your disposal.

Related: How to Navigate Difficult Conversations with Employees

While there are several approaches to conflict, some can be more effective than others. The Thomas-Kilmann Conflict Model —developed by Dr. Kenneth W. Thomas and Dr. Ralph H. Kilmann—outlines five strategies for conflict resolution:

• Accommodating
• Compromising
• Collaborating

These fall on a graph, with assertiveness on the y-axis and cooperativeness on the x-axis. In the Thomas-Kilmann model, “assertiveness” refers to the extent to which you try to reach your own goal, and “cooperativeness” is the extent to which you try to satisfy the other party’s goal.

Alternatively, you can think of these axis labels as the “importance of my goal” and the “importance of this relationship.” If your assertiveness is high, you aim to achieve your own goal. If your cooperativeness is high, you strive to help the other person reach theirs to maintain the relationship.

Here’s a breakdown of the five strategies and when to use each.

1. Avoiding

Avoiding is a strategy best suited for situations in which the relationship’s importance and goal are both low.

While you’re unlikely to encounter these scenarios at work, they may occur in daily life. For instance, imagine you’re on a public bus and the passenger next to you is loudly playing music. You’ll likely never bump into that person again, and your goal of a pleasant bus ride isn’t extremely pressing. Avoiding conflict by ignoring the music is a valid option.

In workplace conflicts—where your goals are typically important and you care about maintaining a lasting relationship with colleagues—avoidance can be detrimental.

Remember: Some situations require avoiding conflict, but you’re unlikely to encounter them in the workplace.

2. Competing

Competing is another strategy that, while not often suited for workplace conflict, can be useful in some situations.

This conflict style is for scenarios in which you place high importance on your goal and low importance on your relationships with others. It’s high in assertiveness and low in cooperation.

You may choose a competing style in a crisis. For instance, if someone is unconscious and people are arguing about what to do, asserting yourself and taking charge can help the person get medical attention quicker.

You can also use it when standing up for yourself and in instances where you feel unsafe. In those cases, asserting yourself and reaching safety is more critical than your relationships with others.

When using a competing style in situations where your relationships do matter (for instance, with a colleague), you risk impeding trust—along with collaboration, creativity, and productivity.

3. Accommodating

The third conflict resolution strategy is accommodation, in which you acquiesce to the other party’s needs. Use accommodating in instances where the relationship matters more than your goal.

For example, if you pitch an idea for a future project in a meeting, and one of your colleagues says they believe it will have a negative impact, you could resolve the conflict by rescinding your original thought.

This is useful if the other person is angry or hostile or you don’t have a strong opinion on the matter. It immediately deescalates conflict by removing your goal from the equation.

While accommodation has its place within organizational settings, question whether you use it to avoid conflict. If someone disagrees with you, simply acquiescing can snuff out opportunities for innovation and creative problem-solving .

As a leader, notice whether your employees frequently fall back on accommodation. If the setting is safe, encouraging healthy debate can lead to greater collaboration.

Related: How to Create a Culture of Ethics and Accountability in the Workplace

4. Compromising

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit some of your needs to reach an agreement. It’s known as a “lose-lose” strategy, since neither of you achieve your full goal.

This strategy works well when your care for your goal and the relationship are both moderate. You value the relationship, but not so much that you abandon your goal, like in accommodation.

For example, maybe you and a peer express interest in leading an upcoming project. You could compromise by co-leading it or deciding one of you leads this one and the other the next one.

Compromising requires big-picture thinking and swallowing your pride, knowing you won’t get all your needs fulfilled. The benefits are that you and the other party value your relationship and make sacrifices to reach a mutually beneficial resolution.

5. Collaborating

Where compromise is a lose-lose strategy, collaboration is a win-win. In instances of collaboration, your goal and the relationship are equally important, motivating both you and the other party to work together to find an outcome that meets all needs.

An example of a situation where collaboration is necessary is if one of your employees isn’t performing well in their role—to the point that they’re negatively impacting the business. While maintaining a strong, positive relationship is important, so is finding a solution to their poor performance. Framing the conflict as a collaboration can open doors to help each other discover its cause and what you can do to improve performance and the business’s health.

Collaboration is ideal for most workplace conflicts. Goals are important, but so is maintaining positive relationships with co-workers. Promote collaboration whenever possible to find creative solutions to problems . If you can’t generate a win-win idea, you can always fall back on compromise.

Considering Your Responsibilities as a Leader

As a leader, not only must you address your own conflicts but help your employees work through theirs. When doing so, remember your responsibilities to your employees—whether ethical, legal, or economic.

Leadership, Ethics, and Corporate Accountability groups your ethical responsibilities to employees into five categories:

• Well-being: What’s ultimately good for the person
• Rights: Entitlement to receive certain treatment
• Duties: A moral obligation to behave in a specific way
• Best practices: Aspirational standards not required by law or cultural norms
• Fairness: Impartial and just treatment

In the course, Hsieh outlines three types of fairness you can use when helping employees solve conflicts:

• Legitimate expectations: Employees reasonably expect certain practices or behaviors to continue based on experiences with the organization and explicit promises.
• Procedural fairness: Managers must resolve issues impartially and consistently.
• Distributive fairness: Your company equitably allocates opportunities, benefits, and burdens.

Particularly with procedural fairness, ensure you don’t take sides when mediating conflict. Treat both parties equally, allowing them time to speak and share their perspectives. Guide your team toward collaboration or compromise, and work toward a solution that achieves the goal while maintaining—and even strengthening—relationships.

Are you interested in learning how to navigate difficult decisions as a leader? Explore Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free guide to becoming a more effective leader.

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13 Conflict Resolution and Problem Solving

Chapter 13 Check-in:

• Identify Conflict Causes and Effects
• Explore Conflict Approaches Solutions
• Basic Problem Solving Strategy PDCA

Like all communication, good conflict management and resolution requires your time: listen, reflect, and consider all elements of a situation and the people involved.  It is not a simple process and there are some steps to help you navigate the process.  In the end, it is about the relationship.

Frequently considered a negative, conflict can actually be an opportunity for growth in relationship or work.  Your attitude towards the situation and person plays a role in any outcome.  Adam Grant, Professor of Psychology at The Wharton School at the University of Pennsylvania and Saul P. Steinberg Professor of Management, notes that “The absence of conflict is not harmony, it’s apathy.  If you are in a group where people never disagree, the only way that could ever really happen is if the people don’t care enough to speak their minds.” (Grant, February 2021).

However, it is easy to feel at a loss in an immediate conflict situation.  Here are some brief points to consider when faced with more than just a disagreement.

Conflict is emotional: it is much greater than a difference of opinions.  It is usually an expression of not being heard, seen, valued or respected.   It is based on a deeply person need and emotional response, based on perceptions which have identified a threat in any form.  If conflict is ignored, it can fester and result in such entrenched opinions and sides that resolution appears impossible (Segal et al, 2020).

The first step is to determine what the actual problem is as perceived by all parties.  The Conflict Tree analogy is especially useful if you respond well to visuals (O’Connor, 2020).  It is an excellent activity for a group or individual to clarify the effects (branches), core problems (trunk), and even causes of the issue (roots).

Once the actual problem is identified, you can move on to tackling a resolution together.

Approaches to Conflict

There are generally five styles for approaching conflict (Benoliel, 2017) and understanding what they are and what style you lean towards, identifies how you will move through the process.  These categories are determined by whether the focus is on the relationship or the end goal of a task/project.  While these may be more specific to workplace conflicts, they certainly identify personal conflict responses as well.

Collaboration is marked by a balanced focus on the relationship with others and meeting long-term objectives.  A Competition style is marked by individuals who are assertive and probably uncooperative who demonstrate that their priority is the outcome of the project more than the relationships.  Although few people enjoy conflict, the Avoidance style focuses on the the immediate unpleasantness and therefore avoids the issues.  This traditionally marks individuals who are unassertive and uncooperative largely because they assume it is safer to ignore than face an issue.  Sometimes there are individuals who will do anything to please others: this Accommodation approach results in self-sacrifice and is usually the route taken by those who care more about the relationship than the outcome.  Unfortunately, they are frequently taken advantage of in their efforts to please others.  Lastly, there are those who prefer the Compromise strategy. This may seem expedient in the attempt to resolve the problem by aiming for mutually acceptable terms and concessions, it does frequently leaves no one side satisfied even though it allows most to maintain an assertive and cooperative stance.

Strategies for Solutions

Sometimes those involved in conflict turn to an third person for assistance to resolve a conflict.  A mediator can listen to the perspectives of those in the dispute and focuses on helping each side hear the concerns and priorities of the other.  Working with the individuals in conflict, a mediator aims to help them create a solution acceptable to both sides.  Sometimes the third party is an Arbitrator whose role is to hear each side and provide a decision to resolve the dispute.  In some cases the conflict results in the even more formal process of a trial.

There are four key skills you need to approach conflict resolution with or without a third party involved (Segal et al, 2020; Fighting Fair, n.d.).

Conflict can be a very stressful experience and your Stress Management is an essential first step.  When we are stressed, we can’t think clearly, we can’t understand someone else’s thoughts or feelings, and it makes communication very difficult.  Use whatever method works best for you to manage your stress.

Once your stress is managed, it is easier to exert Control over your Emotions.  Recognize the emotions you are experiencing to assist in your processing the experience without having a purely emotional response.

With your stress and emotions recognized and managed, it makes it easier to recognize and pay attention to the feelings you and the other people express  and you can Identify Non-Verbal Communication.   Much is said without words and body language is a good indication of how the other person feels towards the situation.

Respect each other is standard for every communication situation and essential to remember if you are in a position of conflict.  Personal attacks, or drawing on personal knowledge, has no productive part in conflict resolution.

Many resources may explain the benefits of humour, but caution should be used.  Sometimes an emotional situation is not the best time for humour as you can unintentionally be seen to diminish the importance another person places on the experience.

Work together to identify the problem by taking the time to see it from multiple perspectives.  Be clear about the desired results and end goal.  Think about the relationships and long term impacts that any course of action may have on all parties.  It takes commitment to resolve a conflict.

Problem Solving

We covered Reflection and Feedback in Chapter 12 and these are essential steps for effective conflict resolution and problem solving. Even the Trial and Error process of problem solving relies on evaluating the success of an action before moving on to another attempt.

Many different approaches to problem solving exist though the basic core approach can be seen across geographic and language borders.  The PDCA approach – Plan, Do, Check, Act – provides the basic four steps process that can be expanded to suit any profession or experience (Plan, Do, Check, Act, 2021).

Problem solving starts with a clear identification of problem.  Then you need to clarify the desired end result.  The development of a plan can be as short or as long as necessary.  Once you have a plan, you have to implement it: Do.  Check is your opportunity to evaluate the success of your plan and make any amendments necessary.  Finally, Act: put your strategy into practice.  An important point to remember is that the reflection and evaluation should be an ongoing part of the solution you implement.

Chapter 13 Check-out:

• Explore Conflict Approaches and Solutions

Remember your last conflict with another person.  How was it resolved?  How would you like it to have been resolved?  What could you have done to implement that change in result?

How do you usually approach problem solving?  How successful has it been for you? 

What, if anything, would you like to change about how you’ve problem solved in the past?

Resources and References

Benoliel, B. (2017). Five styles of conflict resolution.  Walden University.  [Online]  https://www.waldenu.edu/news-and-events/walden-news/2017/0530-whats-your-conflict-management-style

Fighting Fair to Resolve Conflict. (n.d.).  Counselling and Mental Health Centre. University of Texas at Austin. [Online] https://cmhc.utexas.edu/fightingfair.html

Goleman, D. (April 2012). Daniel Goleman Introduces Emotional Intelligence .  Big Think. [Online] https://www.youtube.com/watch?v=Y7m9eNoB3NU

Grant, A., (February 2021). The Easiest Person to Fool .  The Hidden Brain. NPR Podcast. [Online] https://hidden-brain.simplecast.com/episodes/the-easiest-person-to-fool-f1hbMrGr

Grant, A., (April 2021). The Science of Productive Conflict . TED Podcast. [Online] https://www.ted.com/podcasts/worklife/the-science-of-productive-conflict-transcript

O’Connor, T., (October 2020). 3 Simple Conflict Analysis Tools That Anyone Can Use. [Online] https://medium.com/p/c30689757a0d

Plan Do Check Act: A Simple Problem Solving Methodology. (2021).  Educational-Business-Articles.com [Online] https://www.educational-business-articles.com/plan-do-check-act/

Segal, J., Robinson, L., and Smith, M. (2020). Conflict Resolution Skills. Helpguide.org. [Online] https://www.helpguide.org/articles/relationships-communication/conflict-resolution-skills.htm

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Copyright © by Wendy Ward is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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14 Conflict Resolution Strategies for the Workplace

One lesson common to humanity is how to negotiate conflict skillfully.

In a keynote speech to graduate students in conflict analysis, international mediator Kenneth Cloke (2011) made a profound statement that has stayed with me to this day: “Conflict is the arrow pointing to what we need to learn the most.”

Interpersonal skills such as conflict resolution extend beyond social circles, affecting the workplace and illuminating lessons yet to be learned.

American businesses lose $359 billion yearly due to unresolved conflict and low productivity (Kauth, 2020). The physical, emotional, psychological, and interpersonal tolls are incalculable.

Can we seek a better understanding of conflict and transform its devastating effects?

Before you continue, we thought you might like to download our three Work & Career Coaching Exercises for free . These detailed, science-based exercises will help you or your clients identify opportunities for professional growth and create a more meaningful career.

This Article Contains:

What is conflict resolution & why is it important, 5 psychological benefits of conflict resolution, 7 examples of conflict resolution skills, how to do conflict resolution: 2 approaches, 6 methods and approaches to apply in the office, 6 strategies and techniques for the workplace, best activities, games, workbooks, and online tools, helpful books for managers and organizations, resources from positivepsychology.com, a take-home message.

Pruitt and Kim (2004, pp. 7–8) describe conflict as “perceived divergence of interest, a belief that the parties’ current aspirations are incompatible.”

Conflict resolution is an agreement reached when all or most of the issues of contention are cleared up (Pruitt & Kim, 2004).

Further, conflict management is a product of successful problem-solving in which the parties have worked out ways to de-escalate conflict and avoid future escalations.

Conflict can be disruptive and, at worst, destructive. Once it erupts, it’s hard to control (Bolton, 1986). Emotions run high during conflict, blocking the path to rational solutions.

Conflict resolution is important because “when people experience conflicts, much of their energy goes into emotions related to those conflicts” (Wilmot & Hocker, 2011, p. 2).

Some emotions commonly associated with conflict include fear, anger, distrust, rejection, defensiveness, hopelessness, resentment, and stress (Wilmot & Hocker, 2011; Bolton, 1986).

Another reason conflict resolution is important is because people involved in heavily contentious conflict are likely to experience “a wide range of psychological and physical health problems including weakened immune system, depression, alcoholism, and eating disorders” (Pruitt & Kim, 2004, pp. 11–12).

Clearly, languishing in this state of emotional upheaval and chaos is harmful emotionally, physically, and psychologically.

Conflict resolution: A theoretical framework

Realistic conflict theory assumes “conflict can always be explained by some tangible (like territory, money, prizes) or intangible (like power, prestige, honor) resource that is desired by both groups and is in short supply” (Pruitt & Kim, 2004, pp. 28–29).

This theory attempts to explain why conflict occurs as humans perpetually strive to acquire perceived needs.

Cortisol released because of ongoing stress soaks the brain’s nerve cells, causing memories to shrink (Leaf, 2008).

This affects the ability to think creatively, a helpful component for resolution.

In addition, the stress response increases blood sugar levels, speeding up our heart rate to pump blood to our arms, legs, and brain in preparation to escape (Leaf, 2008). This physiological fight-or-flight reaction  saps precious energy.

Dealing with emotions first will help reduce emotional arousal and stress. Once the body returns to normal, rational problem-solving skills can resume. Typically, people get into trouble when they address conflict at the peak of emotional arousal.

For this reason, acknowledge that the issue needs to be addressed but wait until emotions subside before engaging in a discussion. This ensures the issue is not ignored. In other words, conflict can be scheduled .

Some psychological benefits of conflict resolution include (Arslan, Hamarta, & Usla, 2010; Sexton & Orchard, 2016; Bolton, 1986):

• Stress reduction
• Improved self-esteem

Improved self-efficacy

• Better relationships

Increased energy

Let’s take a quick look at two of the most common benefits.

Self-efficacy is a person’s belief in their capability to complete a specific task successfully (Lunenburg, 2011). Learning and practicing skills such as effective communication and conflict resolution are essential building blocks for self-efficacy. Successful conflict resolution skills in the workplace increase confidence, promoting the likelihood of future successes (Lunenburg, 2011).

Increased self-efficacy “influences the tasks employees choose to learn and the goals they set for themselves” (Lunenburg, 2011, p. 1). It also influences employees’ efforts and perseverance when taking on and learning new tasks (Lunenburg, 2011).

Sometimes you have to expend energy to gain energy. Conflict robs individuals and organizations of precious energy. Mastering conflict resolution skills takes energy initially but can save energy in the long run through reduced stress and improved relationships and productivity.

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To reap the benefits of resolving conflict, certain helpful skills must be applied, and there are many conflict resolution skills that are effective for the workplace.

Below are skills believed to be crucial for resolving conflict.

1. Self-awareness

Self-awareness is described by Goleman (1995, p. 43) as “recognizing a feeling as it happens.” Goleman states that people with high self-awareness have moment-to-moment awareness and navigate life adeptly.

2. Self-control

Self-control is the ability to manage unruly impulses and emotions effectively. Because emotions play a central role in conflict, the ability to stay composed despite heightened emotions is essential to constructive resolution.

3. Assertive communication

Bolton (1986) describes assertive communication as a dynamic communication style in which the speaker maintains self-respect, expresses personal needs, and defends their own rights without abusing or dominating others.

While an aggressive communication style may shut down a conversation, assertiveness encourages dialogue. This skill takes practice and courage. Bolton (1986) asserts that less than 5% of the population communicates assertively.

4. Collaboration

According to Folger, Poole, and Stutman (2009), the goal of collaboration is to consider all the important needs of the primary parties and develop a solution that meets these needs.

5. Problem-solving

Problem-solving in relation to conflict resolution is a strategy that pursues alternative solutions that satisfy the needs and goals of the parties involved (Pruitt & Kim, 2004).

According to Sorensen (2017), empathy is the ability to share and understand the emotions and feelings of others. Our understanding of another person’s perspective can increase the likelihood of emotional connection and collaboration.

7. Listening

Active listening is one of the most underrated and underutilized conflict resolution skills. Listening during conflict achieves key goals, primarily putting an end to cyclical arguing and opening the door to empathy and understanding.

The conflict resolution method

This simple, three-step formula for conflict resolution works well for conflicts involving values and intense emotions.

Step 1: Engage with the other respectfully

Respect is an attitude shown through specific behaviors, such as how you look at the other person, how you listen, your tone of voice, and word choices.

Step 2: Listen fully until you experience their side

The goal of listening in this manner is to understand the content of the other person’s ideas or contributions, what it means for them, and their feelings about it.

Step 3: Verbalize your feelings, views, and needs

Assertive communication works well in this stage. Some caveats accompany this stage of conflict resolution:

• This step is not always necessary.
• Make your statement brief.
• Avoid loaded words.
• Be truthful and concise.
• Disclose your feelings.

Collaborative problem-solving

Bolton (1986) provides a six-step outline for collaboration when the issue is more about needs than emotions.

• Define the primary needs surrounding the conflict.
• Brainstorm possible solutions.
• Choose solutions that meet the needs of both parties.
• Create an agenda delineating who will assume each task.
• Implement the plan.
• Evaluate the solutions and reevaluate if needed.

The conflict resolution method and collaborative problem-solving are generalized approaches to conflict resolution when two or more parties are willing to work together on an issue.

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Lipsky, Seeber, and Fincher (2003) provide approaches to work through issues that erupt in work settings.

1. The open door policy

This generalized philosophy is intended to show that management supports open dialogue and encourages staff to discuss differences that arise in the workplace. It is considered an initial step toward conflict resolution.

2. Ombudspersons

These are neutral or impartial managers who provide informal and confidential assistance to staff and management in order to resolve work-related disputes. Ombudspersons may wear a variety of hats, including mediator, fact-finder, consultant, and change agent.

3. Internal peer mediation

Some organizations call on designated employees as mediators to help resolve conflict. This method often addresses issues of a non-statutory nature, such as unfairness.

The success of this method rests on the careful selection of peer mediators based on their exemplary communication skills and abilities.

4. Professional mediators

Professional mediators are not connected with the organization in any way and function as independent, impartial, third parties who assist the primary parties through a formal mediation process.

Mediation is a viable option for creating structure to conflict resolution in an unbiased manner.

5. Peer review and employee appeals

This process is sometimes used by manufacturing organizations in an effort to avoid a union process. The underlying belief is that if at all possible, employee disputes should be resolved internally.

6. Executive panels

This method provides an opportunity for employees to present their claims to a panel of the organization’s senior executives, assuming they will be objective and sympathetic.

Using tools such as questionnaires, activities, and assessments can help employees work through conflict by adding insight and skills to the equation. Let’s look at some such tools.

2 Tools for groups

Often, people haven’t been taught the skills to discuss issues calmly and productively. The following worksheets can be used to provide structure to conflict.

Reviewing these worksheets before conflict erupts is a great opportunity to open a conversation and agree upon a conflict resolution process before matters spiral out of control.

The Remaining Calm During Conflict – I worksheet helps clients walk through conflict, providing tips on how to perceive conflict and deal with emotional reactions.

The Remaining Calm During Conflict – II worksheet encourages clients to journal about times when they did and did not remain calm during a workplace conflict.

2 Effective questionnaires

This self-assessment provided by CINERGY™ can be used to broaden the scope of awareness of ourselves and others, particularly during conflict. The assessment measures an individual’s current level of conflict intelligence.

This Conflict Management Styles Assessment , made available by the Blake Group, allows clients to uncover their primary conflict style and includes a description of the five conflict management styles.

A look at meditation for conflict resolution

This video provides an insightful awareness of our own habitual patterns and how these manifest in us and others during conflict.

Here is another recommended video that helps visualize how to prepare for conflict and build boundaries with others in a calm manner.

The Two Dollar Game

The Two Dollar Game was developed to help employees learn basic conflict styles and the art of negotiation in a fun, thoughtful way.

Conflict Description Template

This conflict management template created by the University of Iowa is intended to deal with conflict in a university setting but can easily apply to other teams or departments and used as an intuitive conflict mapping guide.

Coping With Stress in the Workplace Workbook by Ester Leutenberg and John Liptak

This workbook by Leutenberg and Liptak contains activities, assessments, journaling prompts, and educational handouts that can be photocopied and used to address conflict in the workplace.

Chapters contain resources about how to deal with workplace stress , different personalities, work habits, and relationships.

Online tools and resources for conflict resolution

The website Online Master of Legal Studies includes a wealth of Free Tools and Resources for Conflict Resolution . Some resources have been incorporated into this blog.

The wide variety of resources include a Cost of Conflict Calculator and tools to enhance cross-cultural communication.

Role-play activity

In this Assertive Message Role-Play , participants are presented with various workplace scenarios and encouraged to formulate assertive messages to initiate a discussion about the problem at hand.

1. People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts – Robert Bolton

Some books are classics.

This one has been used for years to help guide individuals through the communication and conflict resolution process.

It’s a great resource for anyone interested in building robust interpersonal skills.

Find the book on Amazon .

2. The Big Book of Conflict Resolution Games: Quick, Effective Activities to Improve Communication, Trust and Collaboration – Mary Scannell

This is a useful resource for incorporating activities and games to help employees listen to each other, engage productively, and create a culture of respect.

Topics include conflict, communication, diversity, trust, perspectives, emotional intelligence, and collaboration.

3. Emerging Systems for Managing Workplace Conflict – David Lipsky, Ronald Seeber, and Richard Fincher

The authors walk readers through the emergence of conflict in the workplace by creating dispute resolution systems for integration in a corporate setting.

This is a helpful resource for managers and corporate leaders interested in reducing the corporate costs of conflict.

4. Crucial Conversations: Tools for Talking When Stakes Are High – Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

Crucial Conversations is a New York Times bestseller that provides tools to traverse difficult and important conversations.

Ideas discussed in this book can help transform your career, organization, and community.

Readers learn how to listen and speak in ways that create safety and inclusion.

• Assertive Communication This worksheet helps clients learn the difference between passive, aggressive, and assertive communication. Assertive communication is essential for expressing our needs and opinions, and defending our rights in a direct and respectful manner.
• Active Listening Reflection Worksheet Use this worksheet to help clients sharpen listening skills essential for conflict resolution.

The worksheet reviews eight essential skills for active listening and includes a reflection exercise to evaluate which skills we use effectively and which can be strengthened.

• Blindfold Guiding Exercise This exercise can be used as an icebreaker or as part of a  team-building exercise when members are struggling with trust issues.

Trust is a crucial element of team stability and is essential when conflict erupts. In this exercise, one person leads a blindfolded partner using simple statements. As trust builds, the duo can be instructed to speed up, slow down, or attempt to lead with silence.

• Generating Alternative Solutions and Better Decision-Making This worksheet provides a map to work through problem-solving by considering three solutions to a specific issue accompanied by a discussion on the efficacy, do-ability, and effectiveness of the identified solution.
• 17 Positive Communication Exercises If you’re looking for more science-based ways to help others communicate better, check out this collection of 17 validated positive communication tools for practitioners . Use them to help others improve their communication skills and form deeper and more positive relationships.

Conflict divides. The effects of poorly handled conflict range from disruptive to destructive. It robs individuals and organizations of precious resources, such as energy, productivity, peace, and harmony.

Regardless of our station in life, we all still have lessons to learn.

Will we ever be free of conflict? Perhaps we can look at it another way. As we gain skills and experience successes resolving conflict, we can anticipate the next conflict and the next lesson, mindful of the potential wisdom and strengths we’ll gain in the process.

Are you facing an unresolved conflict at work or in your personal life? Try not to be discouraged; instead, think of it as your next life lesson waiting to be discovered.

We hope you enjoyed reading this article. Don’t forget to download our three Work & Career Coaching Exercises for free .

• Arslan, C., Hamarta, E., & Usla, M. (2010). The relationship between conflict communication, self-esteem and life satisfaction in university students.  Educational Research and Reviews ,  5 (1), 31–34.
• Bolton, R. (1986). People skills: How to assert yourself, listen to others, and resolve conflict . Touchstone. https://www.amazon.com/dp/067162248X/
• Cloke, K. (2011). Untitled [Keynote Speaker]. In 24th Residential Institute – Winter 2011 . Nova Southeastern University.
• Folger, J. P., Poole, M. S., & Stutman, R. K. (2009). Working through conflict: Strategies for relationships, groups, and organizations . Pearson Education. https://www.amazon.com/dp/0367461471/
• Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ . Bantam Books. https://www.amazon.com/dp/055338371X/
• Kauth, K. (2020, January). Cost of workplace conflict . Mediate.com. Retrieved November 27, 2021, from https://www.mediate.com/articles/kauth-cost-workplace.cfm
• Leaf, C. (2008). Who switched off my brain? Controlling toxic thoughts and emotions . Thomas Nelson. https://www.amazon.com/dp/0620384247/
• Leutenberg, E. R. A., & Liptak, J. J. (2014).  Coping with stress in the workplace workbook.  Whole Person Associates. https://www.amazon.com/dp/1570253153/
• Lipsky, D. B., Seeber, R. L., & Fincher, R. D. (2003). Emerging systems for managing workplace conflict . Jossey-Bass. https://www.amazon.com/dp/0787964344/
• Lunenburg, F. C. (2011). Self-efficacy in the workplace: Implications for motivation and performance. International Journal of Management, Business, and Administration , 14 (1), 1–6.
• Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011).  Crucial conversations: Tools for talking when stakes are high  (2nd ed.). McGraw Hill. https://www.amazon.com/dp/0071771328/
• Pruitt, D. G., & Kim, S. H. (2004). Social conflict: Escalation, stalemate, and settlement (3rd ed.). McGraw Hill. https://www.amazon.com/dp/0072855355/
• Scannell, M. (2010).  The big book of conflict resolution games: Quick, effective activities to improve communication, trust and collaboration.  McGraw Hill. https://www.amazon.com/dp/0071742247/
• Sexton, M., & Orchard, C. (2016). Understanding healthcare professionals’ self-efficacy to resolve interprofessional conflict. Journal of Interprofessional Care , 30 (3), 316–323. https://doi.org/10.3109/13561820.2016.1147021
• Sorensen, M. S. (2017). I hear you: The surprisingly simple skill behind extraordinary relationships . Autumn Creek Press. https://www.amazon.com/dp/0999104004/
• Wilmot, W., & Hocker, J. (2011). Interpersonal conflict (8th ed.). McGraw Hill. https://www.amazon.com/dp/0073523941/

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its a good article, however, it lacks some important theories, concepts and skills required to handle workplace conflict effectively. Most of the material presented is left to the reader’s discretion in the form of links, whereas, I was hoping to read a detailed feature.

Thank you for your thoughtful feedback! We appreciate your perspective on the article and understand your desire for more in-depth coverage of workplace conflict theories and skills. It’s helpful to know that more detailed content could better meet reader expectations. I’ll pass your feedback along, and we’ll consider expanding the material in future blog articles.

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This is probably the most complete, and beneficial articles I have read about conflict resolution in a long while. Dr. Wilson has seamlessly woven all the important pieces of information, tools, and further readings for us. What a joy to read!

The post is helpful for many working people as scaling down such nasty situations is the best course of action. There are many interesting aspects about human coalitional psychology in Albuquerque, NM, that many are unaware of and are something you need to know.

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How to Resolve Most Any Conflict: The Solution

Mastering the five essential steps for conflict resolution..

Posted November 27, 2023 | Reviewed by Michelle Quirk

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• Miscommunication is inevitable in human relationships and often leads to conflict.
• When fight-or-flight takes hold, conflicts quickly escalate and become more difficult to work through.
• There are five steps that can be learned and applied to reliably resolve most conflicts.

This post is part 2 of a series.

Miscommunication is inevitable in human interactions. Biases, filters, assumptions, expectations, and nonverbal information cause distortions in interpersonal communications, altering them to fit our own point of view. As noted in part 1 , up to 75 percent of all spoken communication is misunderstood, ignored, or forgotten (Guffey & Loewy, 2016; Tankovic, Kapeš & Benazić, 2023).

Miscommunications often lead to conflict. When communicated information is perceived as a threat, our fight-or-flight response is activated. Fight-or-flight shuts down both higher-order thinking and efficient information processing, increasing the possibility of further miscommunication. Once the brain is hijacked by fight-or-flight, conflicts quickly escalate. Learning how to manage communications capable of reducing threat and promoting problem-solving requires attention to several key points.

Managing Communications

To begin with, the earlier you take notice that a conflict exists, the easier it will be to manage it. You don’t need to fully understand what is transpiring to step back. By mutually acknowledging that there seems to be a problem, rather than pushing ahead with a discussion that is becoming heated, everyone becomes empowered, and you are able to start from a place of agreement.

The next goal, before addressing the conflict itself, is to diffuse negative emotions so a conflict does not continue to escalate, induce more fear and anger , or heighten the flight-or-flight response. Creating a sense of safety allows for the diffusion of negative emotions. Some ways this might be accomplished include (but are not limited to) taking a 15-minute break to calm and center, signaling to one another a desire to work together positively, giving voice to how fight-or-flight may have taken hold, and reassuring one another that you both want to resolve the problem positively.

When we do not acknowledge that a stress response has taken hold, the situation can feel dangerous and out of control. Taking a step back allows the stress response to calm so that the focus can shift to a more rational discussion of the conflict itself. Establishing common ground, before attempting to resolve a conflict, also demonstrates respect and compassion, which facilitates trust in the relationship and efficacy in your mutual abilities to resolve the conflict. Check in with one another before you move on to the next step, providing additional time or assurances as needed to build a sense of safety.

Active Listening

Once a conducive atmosphere has been established, the goal shifts to understanding each other’s point of view. It is not yet time to begin trying to solve the problem. Understanding the other’s perspective is a critical step, only possible with active listening . Active listening differs from passive listening, where information is absorbed and processed unilaterally with no opportunity for questions, clarification, or feedback. We are not able to fully comprehend what is being communicated with passive listening. Miscommunication happens when you interpret, without seeking clarification, and listen passively, simply awaiting your turn to speak. Active listening is when you pay full attention to another’s point of view, without judgment, and, when they finish speaking, clarifying to make sure you understand their perspective before switching to stating your point of view.

There are numerous forms of active listening including restating, paraphrasing, asking open-ended questions, and using "I" statements. Further, use your body language and gestures to show you’re engaged. You can do this by angling your body toward the other(s), sustaining eye contact, and nodding. Simply saying “I understand” and moving on to stating your point of view will not do the trick. This is still passive as it does not allow the other person insight into what you have heard, nor offer opportunities for clarification. Often, one person believes there is a significant relational conflict and the other may not even recognize that a misunderstanding has occurred or may judge it as slight and inconsequential. Active listening requires that you restate what you believe you have heard and then ask if you are correct, providing the time and opportunity for clarification and correction. Active listening allows all voices to be heard and truly understood. The goal of this step is for each person to prove that they understand the viewpoint of the other. Do not move on to the next step until all parties agree that what is being restated is, in fact, the intention of the communication.

Once the conflict has been clearly defined, from all perspectives, it is time to move on to the next step. The goal here is to list all the conditions that must be met for a solution to be acceptable to everyone involved, even if the conditions appear to be contradictory. There is no limit to how many pre-conditions are set, only that they be specific and realistic. When all of the pre-conditions are listed, you are assured of understanding the problem as well as is required for a true solution to be generated. This step is frequently skipped. However, listing the essential preconditions, before searching for possible solutions, allows you to move ahead together, with shared goals . It increases the precision of the solution and decreases the probability of crystalizing a desired outcome early on, before the situation is entirely understood. Reducing investment in particular solutions opens everyone up to alternatives and increases the likelihood of a win-win scenario (Likert & Likert, 1978). It is noteworthy that many conflicts can be resolved with these four steps alone. Once all perspectives are clarified and preconditions are stated, a solution often naturally evolves. So, it really pays to put in a considerable and conscious effort in establishing common ground at the outset of communications.

Generating Possible Solutions

Only now it is time to generate possible solutions. Consider the advantages and disadvantages of each possible solution and be open to compromise. By working together to creatively brainstorm potential solutions, all parties will feel respected. Once you choose a solution, clearly define all the terms and conditions for implementation and make sure everyone understands their responsibilities. Set times to check in with one another to make sure the solution remains sound and is accomplishing what you had hoped for.

Of course, some conflicts do not resolve with this process. There are dynamics that can get in the way including a lack of honesty or commitment to the process, power imbalances, unrealistic expectations, insufficient time, or an unwillingness to compromise. Some people are more transactional, confrontational, or focused on winning rather than creating mutual resolution. Conflicts can also be sustained by factors such as inequality, resource scarcity, political factors, lack of trust, cultural issues, and emotional entrenchment in a respective position. In some cases, there has been too much damage, in which case forgiveness and reconciliation must be established before moving toward conflict resolution.

Solidarity—that is, creating a commonality of understanding, feelings, and purpose—is a powerful force for conflict resolution. When collaboration , empathy, trust, and shared commitment are implemented, almost all conflicts can be resolved in equitable ways that promote healing and resilience .

Likert, R., & Likert, J. G. (1978). A Method for Coping With Conflict in Problem-Solving Groups. Group & Organization Studies , 3(4), 427–434. https://doi.org/10.1177/105960117800300406

Paxton, A., Roche, J. M., Ibarra, A. & Tanenhaus, M. K. (2021). Predictions of Miscommunication in Verbal Communication During Collaborative Joint Action. J Speech Lang Hear Res. , 64 (2), pp. 613–627. doi: 10.1044/2020_JSLHR-20-00137.

Leigh W. Jerome, Ph.D. , is a clinical psychologist, artist, and the founder and executive director of the non-profit art forum Relational Space.

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5 Conflict Resolution Strategies

Use these proven conflict resolution strategies in your conflict management efforts..

By Katie Shonk — on September 19th, 2024 / Conflict Resolution

Whether a conflict erupts at work or at home, we frequently fall back on the tendency to try to correct the other person or group’s perceptions, lecturing them about why we’re right—and they’re wrong. Deep down, we know that this conflict resolution approach usually fails to resolve the conflict and often only makes it worse.

Here are 5 conflict resolution strategies that are more effective, drawn from research on negotiation and conflicts, to try out the next time you’re tempted to argue your point.

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• Conflict resolution strategy #1: Recognize that all of us have biased fairness perceptions. Both parties to a conflict typically think they’re right (and the other side is wrong) because they quite literally can’t get out of our own heads. Our sense of what would constitute a fair conflict resolution is biased by egocentrism , or the tendency to have difficulty seeing a situation from another person’s perspective, research by Carnegie Mellon University professors Linda Babcock and George Loewenstein and their colleagues’ shows. When embroiled in a conflict, we need to try to overcome our self-centered fairness perceptions. We might do this by jointly hiring a mediator who can help us see one another’s point of view, or by enlisting another type of unbiased expert, such as an appraiser, to offer their view of the “facts.”
• Conflict resolution strategy #2: Avoid escalating tensions with threats and provocative moves. When we feel we’re being ignored or steamrolled, we often try to capture the other party’s attention by making a threat, such as saying we’ll take a dispute to court or try to ruin the other party’s business reputation. There’s a time and place for litigation, but threats and other attention-getting moves, such as take-it-or-leave-it offers, are often a mistake. Because of the common human tendency to treat others the way they’re treated, people tend to respond to threats in kind, leading to an escalatory spiral and worsening conflict. Before making a threat, be sure you have exhausted all other options for managing conflict.
• Conflict resolution strategy #3: Overcome an “us versus them” mentality. Group connections build loyalty and strong relationships, but they can also promote suspicion and hostility toward members of out-groups. As a result, groups in conflict tend to have an inaccurate understanding of each other’s views and to see the other’s positions as more extreme than they actually are. Whether dealing with conflict as a group or on your own, you can overcome the tendency to demonize the other side by looking for an identity or goal you share. Begin your conflict management efforts by highlighting your common goal of reaching a fair and sustainable agreement. Try to identify and discuss points of similarity between you, such as growing up in the same region. The more points of connection you can identify, the more collaborative and productive your conflict resolution process is likely to be.
• Conflict resolution strategy #4: Look beneath the surface to identify deeper issues. Our deepest disputes often seem to involve money: labor disputes over employee wages, family conflicts over assets, for example. Because money is a finite resource, these conflicts tend to be single-issue battles in which one party’s gain will inevitably be the other party’s loss. But disputes over money often involve much deeper causes of conflict , such as the feeling that one is being disrespected or overlooked. The next time you find yourself arguing over the division of funds, suggest putting that conversation on hold. Then take time to explore each other’s deeper concerns. Listen closely to one another’s grievances, and try to come up with creative ways to address them. This conflict management strategy is likely to strengthen the relationship and add new interests to the table, expanding the pie of value to be divided in the process.
• Conflict resolution strategy #5: Separate sacred from pseudo-sacred issues. Conflict management can be particularly intractable when core values that negotiators believe are sacred, or nonnegotiable, are involved, such as their family bonds, religious beliefs, political views, or personal moral code. Take the case of two siblings who disagree about whether to sell their deceased parents’ farm, with one of them insisting the land must remain in the family and the other arguing that the parents would want them to sell it. We tend to err on the side of not negotiating when sacred principles and values are at stake, writes Program on Negotiation Chair Robert Mnookin in his book Bargaining with the Devil: When to Negotiate, When to Fight. But many of the issues negotiators consider sacred are actually pseudo-sacred , notes Harvard Business School professor Max H. Bazerman—that is, the issues are only off-limits under certain conditions. So it’s important to thoroughly analyze the benefits you might expect from a negotiation that could allow you to honor your principles. For example, the sibling’s objections to selling the family land might soften if a percentage of the proceeds are donated to the parents’ favorite charity.

How do you deal with conflict? Do you use any of these strategies?

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No Responses to “5 Conflict Resolution Strategies”

6 responses to “5 conflict resolution strategies”.

Useful tips. I really like 1 and 3, finding similarities really help to build a stronger relationship between two people.

Great advice! I especially like 1 and 3 above for their simplicity and broad applicability to different types of disputes.

Conflict resolution is quickly becoming a passionate subject for me. Nice article.

Conflict is just as literal as it is named. Thanks for this great article!

Great points. Love reading and learning this content

The power of listening the other party can make negotiating easy and gave trust to deal with,interest of every one should be clerarly defined about the goal and the issue of negotiation.

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7 Effective Conflict Resolution Techniques In The Workplace

Estimated reading time: 9 minutes

The Three C’s Of Conflict Resolution

1. open communication, 2. active listening, 3. emotional intelligence, 4. impartiality, 5. patience, 1. investigate the situation, 2. find common ground, 3. brainstorm potential solutions, 4. agree on a solution, 5. establish responsibilities, 6. document the incident, 7. follow up.

In the bustling hive of a modern workplace, clashing opinions, priorities, and aspirations are almost inevitable.

🖼️ Picture this: Two dedicated team members find themselves at odds over a critical project timeline. As deadlines loom and tensions rise, the once-cohesive partnership begins to crack under the weight of differing viewpoints. Amidst this turmoil, complaints to colleagues escalate the situation, underscoring the urgency of effective conflict resolution.

This scenario, while fictional, is all too familiar to anyone who has experienced the challenges of workplace dynamics. However, conflicts don’t necessarily indicate the downfall of collaboration. They can serve as catalysts for growth, understanding, and improved teamwork.

This article covers the “Three C’s” of conflict resolution, essential skills to navigate tense conversations, and a seven-step process to effectively manage conflicts in the workplace.

What Is Conflict Resolution?

Conflict resolution is the process of addressing and resolving disagreements, disputes, or conflicts between individuals or groups fairly and constructively.

1. Communication: Effective communication involves actively listening to all parties involved, expressing oneself clearly and respectfully, and facilitating open and honest dialogue to understand and address underlying issues.

2. Collaboration: Collaboration involves working together to find mutually acceptable solutions. This includes brainstorming ideas, sharing perspectives, and seeking common ground to reach resolutions that consider the interests of all parties.

3. Compromise: Compromise involves finding a middle ground and making concessions to meet the needs of both sides. It requires a willingness to give and take, ensuring that no single party’s desires dominate the outcome.

These principles form a foundation for productively navigating conflict.

5 Conflict Resolution Skills

Effective workplace conflict resolution often relies on several universal skills, including:

Transparent dialogue creates a work environment where individuals feel safe, heard, and valued. To catch conflict early, managers should consider implementing an open-door policy. This encourages employees to reach out to management for conflicts of importance without fear of repercussion.

Active listening is a cornerstone skill in effective conflict resolution. It involves giving undivided attention to the speaker, understanding their perspective, and acknowledging their emotions. Practicing active listening may include:

• Using open body language, such as facing the speaker and keeping arms uncrossed
• Maintaining eye contact
• Paraphrasing or summarizing the speaker’s points
• Avoiding interrupting

This not only ensures accurate comprehension but also fosters a sense of validation and respect for the other person’s viewpoint. With open minds and open ears, conflicts can be de-escalated and pave the way for collaborative problem-solving.

Emotional intelligence involves recognizing and regulating one’s emotions while empathetically perceiving and addressing the emotions of others. By staying attuned to emotional cues and nonverbal signals, individuals can navigate tense situations with sensitivity and tact.

Emotional intelligence allows conflict resolvers to guide discussions in a manner that considers the underlying feelings and concerns of all parties involved. This fosters a more conducive environment for finding common ground and reaching mutually beneficial resolutions.

Resolving conflict becomes increasingly difficult when individuals stray away from the problem at hand. When navigating conflict, avoid these pitfalls:

• Bringing up unrelated previous conflicts
• Attacking character or personal traits
• Making assumptions based on personal biases

Impartiality allows parties to fairly assess the situation, consider diverse viewpoints, and make well-informed decisions that prioritize the best interests of the organization and its employees. This skill fosters trust and confidence, resulting in balanced and equitable outcomes that contribute to a harmonious workplace.

The nature of workplace conflicts often demands time for issues to unravel, emotions to settle, and perspectives to clarify. Practicing patience means refraining from rushing to conclusions or decisions prematurely.

Even if there appears to be an obvious solution, it’s important to allow ample time for all parties to feel involved in the decision-making process. Give individuals the space and time they need to fully express themselves and ensure that all relevant information is brought to the table.

7 Proven Steps To Resolve A Conflict In The Workplace

The following framework can be employed to effectively manage conflicts in the workplace, integrating the essential skills mentioned above.

When conflict arises in the workplace, the first step is to conduct a thorough investigation into the matter. This includes:

• Speaking with involved parties to understand what needs are not being met
• Asking questions about what outcomes each party would like to achieve
• Determining if employees can work out the issue on their own or if a third party is needed (i.e., HR, management, etc.)

Thoroughly understanding both sides of the dispute ensures an accurate representation of the situation and allows the root causes to be determined before proceeding.

Finding common ground in workplace conflict resolution entails pinpointing shared goals, values, or interests that can serve as a foundation for constructive dialogue. Oftentimes, both parties are working towards the same goal but have differing viewpoints on how to achieve it.

Recognizing commonalities helps create a sense of unity and opens the door for more productive discussions, as individuals can begin to see beyond their differences and work toward a mutually beneficial resolution.

With common ground established, the next step is to facilitate a brainstorming session to generate potential solutions. Those who are managing workplace conflict resolution can encourage the parties to contribute ideas without judgment, discussing the pros and cons of each solution in a collaborative way.

Next step is to negotiate and agree upon the most suitable resolution. This may involve compromise and open dialogue, where each party has the opportunity to voice their preferences and concerns. Both parties should strive for a solution that is fair, realistic, and aligns with the common ground identified earlier. Achieving consensus ensures that all parties have a vested interest in the resolution’s success.

By clearly defining the roles and responsibilities of those involved, everyone will be aware of their contributions toward the resolution process. By delineating responsibilities, the focus shifts from finger-pointing to collaborative problem-solving, creating a sense of ownership and accountability. This clears the path for a more streamlined and efficient conflict resolution process, where all individuals work together to achieve a mutually satisfactory outcome.

A document of the incident serves as an official record that can be referred to in the future if needed. The following details could be included:

• The parties involved
• The nature of the conflict
• The chosen resolution
• Actions or commitments made

This provides clarity and accountability, reducing the likelihood of misunderstandings down the line. It also helps employers monitor common causes of problems within the workplace and identify employees who may be toxic to the environment.

Once a conflict is resolved, relationships don’t always return to normal. Maintaining open lines of communication after reaching a solution prevents regression in progress and the emergence of new issues. This includes checking in with the individuals involved and ensuring both sides of the agreement are upheld. Ongoing communication demonstrates an organization’s commitment to the welfare of employees and dedication to maintaining a healthy work environment.

Effective workplace conflict resolution transcends mere agreement. It creates an environment where diverse viewpoints come together, solutions arise from unique angles, and unity prevails amidst differences. Both employers and individuals can adopt conflict resolution strategies to turn challenges into prospects. This nurtures a workplace where conflicts, handled with empathy and expertise, lead to a future characterized by collaboration, collective well-being, and shared achievements.

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