32 Conflict Resolution
What is Conflict?
Learning Objectives
Upon completing this chapter, you should be able to:
- describe a number of general types of conflict;
- identify sources of misunderstanding, differences, and conflict in the workplace;
- explain how communication in different cases escalates misunderstanding, differences, and conflict in the workplace;
- describe your conflict resolution style; and
- describe ground rules for communication and strategies to resolve conflict.
This chapter begins with an overview of what conflict is, in this case, the struggle that happens when people feel they have incompatible goals, wants, demands, or needs. The focus then moves to types of conflict you are likely to experience—such as structural, relationship, or interactional—as you try to communicate interpersonally in modern work settings.
You will learn about the five phases of conflict, including prelude, triggering event, initiation differentiation, and resolution. This knowledge allows you to take a step back from a conflict situation to understand where you are so you can make better choices that enhance interpersonal communication instead of further fuel conflict.
Similarly, you will learn about common reactions to conflict. Some of these reactions help to diffuse the situation, for example, postponing, fogging, or coalition formation. You’ll also gain knowledge about approaches like gunnysacking, backstabbing, or threats that can escalate or worsen the conflict.
Competing, collaborating, compromising, avoiding, and accommodating are the categories of styles or approaches people typically use to manage conflict.
Finally, the chapter winds down with a review of group conflict resolution strategies, with a detailed section on the usefulness of active listening.
For the interpersonal communicator, this chapter provides an opportunity to develop knowledge and skill in how to use conflict to clarify and improve communication, instead of having conflict lead to stalemates and further communication breakdown.
The word “conflict” produces a sense of anxiety for many people, but it is part of the human experience. Conflict is inevitable, but we can improve our handling of disagreements, misunderstandings, and struggles in the workplace to make it easier to manage when it does occur. Hocker and Wilmot (1991) offer us several principles on conflict that have been adapted here for our discussion:
- Conflict is universal.
- Conflict is associated with incompatible goals.
- Conflict is associated with scarce resources.
- Conflict is associated with interference.
- Conflict is not a sign of a poor relationship.
- Conflict cannot be avoided.
- Conflict cannot always be resolved.
- Conflict is not always bad.
McLean (2005) defines conflict as the physical or psychological struggle associated with the perception of opposing or incompatible goals, desires, demands, wants, or needs. When incompatible goals, scarce resources, or interference are present, confli