Today’s work environment is one of change and strategic thinking. Peter Senge has captured the new requirements that face organizations in his book The Fifth Discipline: The Art and Practice of The Learning Organization (1990). According to Senge, learning organizations are:
“…organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”
The basic rationale for such organizations is that in situations of rapid change only those that are flexible, adaptive and productive will excel. For this to happen, it is argued, organizations need to “discover how to tap people’s commitment and capacity to learn at all levels.”
However, with change comes conflict; it’s inevitable. The challenge, then, is how do we take advantage of conflict and use it to build an organization that embraces change and nurtures “expansive patterns of thinking”?
Good vs. bad conflict
To put it very simply, good conflict focuses on the issue, bad conflict focuses on the personality presenting the position, how it is presented, what agendas are being pursued, etc.
An indication of effective conflict management is a culture that actively seeks different ideas, and stimulates interest and curiosity. This is achieved in part through open communication and active participation during the decision-making process. Organizations also need a conflict resolution process so that co-workers believe their opinions matter and will be heard. In such an environment, when conflict arises, the “real” issue gets discussed and better, more creative solutions are found.
When conflicts are dealt with ineffectively, they tend to get bigger and more frequent. More people become involved, perception of what’s at stake increases, the restrictions to acceptable behaviours are lowered, and the intensity of negative feelings increases. Subsequently, groups become polarized and morale decreases as energy is diverted from more important issues. In other words, you have an organization that cannot move forward or deal with change.
What causes conflict?
Causes of conflict can be put into three main categories:
1. Limited resources – financial, technological, human, physical, time.
2. Different values – cultures, generations, ethics.
3. Information & structures – too much, too little, or just plain contradictory.
Negotiating a win/win solution
The Win/Win Method, otherwise known as the integrative or collaborative style, is one that encourages participation and open communication. The goal with integration is to arrive at a solution that benefits all parties. Needless to say, there are other ways to deal with conflict, but if maintaining the relationship with the other person is important, and you require a long-term, creative solution, this style is most appropriate. The steps involve techniques that will decrease feelings of competition and increase understanding and trust so that all parties can move towards a mutually beneficial agreement. If a person feels trusted, heard, and an equal participant in creating the solution, the possibility of a constructive resolution is far greater.
Nine steps to finding a win/win solution
1. Identify the conflict – What is it that you have and what do you want? This helps keep you focused, depersonalizes the situation, and minimizes the intensity of the conflict.
2. Determine the requirements of a successful resolution – What needs do you have that must be met before you agree to a solution? What will the result of a good solution look like?
3. Determine your WATNA and BATNA – To maximize your ability to negotiate you will need to understand your alternatives to a negotiated solution.
- WATNA – Worst Alternative To a Negotiated Agreement: Ask yourself what is the worst that could happen if you can’t reach an agreement and use it as a motivator to negotiate.
- BATNA – Best Alternative To a Negotiated Agreement: Ask yourself what is the best thing that could happen if an agreement can’t be reached. Use this information to increase your negotiating confidence and measure the quality of the proposed agreement.
4. Introduce the issue to the other party and arrange a time for discussion – It is essential that your opening statement be non-judgemental and framed as a mutual problem. It reduces the perception of being competitors and reminds everyone that they are partners.
5. Identify needs – Each party outlines what he or she needs. This focuses the attention away from positions or solutions and onto the needs that must be met for a successful resolution. This is where you will need to use listening and questioning skills that will lead the discussion to finding common interests.
6. Review – Make sure all the statements are accurate and understood by all the parties. This is an opportunity to fine tune your requirements (maybe soften some of them) or redefine the conflict.
7. Explore assumptions about what is causing the conflict and identify invalid ones. Look at what is contributing to the conflict, determine which, if any, of these causes can be eliminated, and correct any misinformation. A common understanding of the situation will result in better solutions that meet everyone’s needs.
8. Create a solution. Brainstorm ideas and evaluate them. Select one that meets all the identified needs.
9. Evaluate the solution once it is implemented to make sure that it is working in reality and that the requirements are being met.
This method involves an investment of time and the usage of well-developed communication skills. Conflict, since it results from the interaction of people, is inevitable and with today’s environment, taking advantages of constructive conflict is becoming crucial. The payoff is a trusting, creative work environment that embraces change and where co-workers are team players making better decisions together.
Resources
- Allen, Paul, “Zen and the Art of Conflict Resolution”, Business Journal (Central New York), Nov 19, 1999, Vol.8 Issue 46.
- Capozzoli, Thomas K., “Conflict Resolution – a key ingredient in successful teams”, Supervision, Nov., 1999, vol. 60 issue 11.
- Dettmer, H. William, “The Conflict Resolution Diagram: Creating Win-Win Solutions”, Quality Progress, March 1999.
- Deutsch, Morton, “Conflicts: Productive and Destructive”, Conflict Resolution Through Communication, Harper & Row, Publishers (New York, New York), 1973.
- Filley, Allan, Interpersonal Conflict Resolution, Scott, Foresman and Company (Glenview, Illinois), 1975.
- Gilley, Jerry W., Boughton, Nathaniel W. Stop Managing, Start Coaching!, McGraw-Hill Publishers (New York, New York), 1996.
- Guttman, Howard M., “Conflict at the Top”, Management Review, Nov., 1999, Vol. 88 Issue 10.
- Jandt, Fred. E., Conflict Resolution Through Communication, Harper & Row Publishers (New York, New York), 1973.
- Senge, Peter, The Fifth Discipline: The Art and Practice of The Learning Organization, 1990.
- Schwind, Hermann F., Das, Hari, Wager, Terry H., Canadian Human Resource Management: A Strategic Approach, 5th edition, McGraw-Hill and Ryerson Publishers (Toronto, Ontario), 1999.
- www.infed.org/thinkers/senge.htm
Tracy Douglass is a respected Human Resources Management Specialist and Facilitator for social services and nonprofits. As an experienced facilitator and trainer, she specializes in conflict resolution practices, change management, and personnel development. She delivers seminars and workshops at conferences as well as customized training. She can be reached at TnPHR@mts.net.
