| Not all conflict is negative. Conflict, when understood | | | | the discussion remains focused on the issues so that |
| as a difference of wants, needs, or expectations, | | | | the parties can move towards resolution. |
| can be the catalyst for new discoveries, innovative | | | | Left unresolved at the personalized stage, conflict will |
| collaborations, and unique solutions to seemingly | | | | continue to escalate to the hostile stage. It is at this |
| insurmountable problems. | | | | point that other people become involved in the |
| While conflict has the potential for promoting | | | | conflict. When individual and personal annoyances |
| creativity and innovation, it is also a significant | | | | between the disputants continue unabated, the |
| contributing factor to low workplace morale, | | | | parties begin to seek justification for their frustration |
| employee disengagement, stress, and physical illness. | | | | by talking about the situation with other people. And, |
| Left unaddressed, conflict can have a devastating | | | | whether other parties take sides or attempt to |
| effect on the work environment. | | | | remain neutral, they become part of a larger dynamic. |
| Knowing when to intervene is the key to minimizing | | | | Assumptions are made about who is taking sides, or |
| the negative effects of conflict and maximizing its | | | | about why one disputant is being supported while |
| positive potential. | | | | another is not. An atmosphere of mistrust and |
| Conflict, at its very beginning, is at the productive | | | | suspicion begins to affect everyone. |
| stage. Although individuals may have a difference of | | | | Eventually, the conflict will culminate at the polarized |
| opinion about a situation or issue, when those | | | | stage. It is at this stage that sides in the conflict are |
| differences are shared and discussed, there is | | | | clearly defined. There is no trust or interaction |
| opportunity for new insights, greater understanding, | | | | between the two sides. All communication has |
| and dynamic solutions. At this point, conflict can be | | | | completely broken down. Workflow is significantly |
| productive. But there are two requirements of the | | | | interrupted, as there is complete lack of cooperation |
| individuals involved in the conflict - they must be | | | | between the disputing parties. In the workplace, a |
| willing to address the issue and they must be able to | | | | conflict at this stage usually results in a situation that |
| talk with one another. | | | | is so difficult and uncomfortable that one or both |
| When conflict remains at this productive stage, | | | | parties leaves the organization. |
| intervention by a third party is not required. The | | | | Conflict can be resolved at the hostile and polarized |
| disputants themselves will work together to find an | | | | stage. But it becomes increasingly difficult. When |
| acceptable solution. | | | | conflicts have escalated to the hostile or polarized |
| When, however, the parties are either not willing to | | | | stage, it is often impossible to discern exactly how or |
| address the conflict or are unable to talk together, | | | | where the conflict even began. More people are |
| the conflict is likely to escalate to the personalized | | | | involved in the situation. Positions have become more |
| stage. At this stage, the parties involved in the | | | | entrenched. Patterns of miscommunication and |
| conflict lose sight of the particular issue or event that | | | | mistrust have intensified. Assistance from a neutral |
| initiated the dispute. Their focus turns more personal | | | | third party is required to help the parties consider |
| and they begin to see the other party as the "real | | | | how to move forward and find opportunities to work |
| problem." Comments become more targeted against | | | | together. Because the conflict has escalated and |
| the other - it's because the other party is stubborn, | | | | evolved, intervention necessitates skill and experience |
| or unreasonable, that they cannot find a solution to | | | | in dealing with intensive resolution processes. |
| the conflict. The disputants are likely to pick up on | | | | Resolution of conflict at the hostile or polarized stage |
| each others' faults in other aspects of their work | | | | is complicated and time consuming. Some managers |
| relationship as well ("I knew she was power-hungry | | | | may have the skills required and feel comfortable |
| as soon as she took the lead on that last project. | | | | with addressing conflict at this level. Others will not. |
| She's never happy with anything I do.") to the point | | | | But, regardless of skill level, even if the manager |
| where the conflict encompasses numerous issues and | | | | accesses outside assistance, dealing with this level of |
| events. | | | | conflict will monopolize the manager's workday for |
| It is at this stage of conflict that intervention | | | | weeks, and sometimes months, at a time. |
| becomes imperative. When disputing parties are | | | | Managers will always be required to deal with conflict. |
| unable to talk together, a third party can assist them | | | | Are managers typically spending too much or too |
| in addressing the conflict. In the workplace, this can | | | | little time on conflict? It al depends on when they're |
| mean a number of things. A manager, supervisor, or | | | | addressing the conflict. Allowed to escalate, time |
| HR staff, may work as a coach, talking with the | | | | requirements for dealing with conflict may become |
| parties individually to help them articulate their issues | | | | unmanageable and the end result merely satisfactory. |
| and explore options for resolution. Disputants may | | | | But time spent on early conflict resolution is time well |
| need coaching on how to communicate their needs | | | | spent. It is at the early stages of conflict that |
| or expectations in a manner that promotes | | | | resolution can enhance the personal skills of |
| understanding rather than adding fuel to the fire. Or | | | | employees, build rapport in the workplace, and |
| the disputants may require a neutral third party to | | | | harness creative and innovative problem solving |
| facilitate a discussion of their differences. This neutral | | | | opportunities. |
| third party would serve as a mediator, ensuring that | | | | |