TOP TIPS: 10 ways to resolve conflict

Have you ever encountered a conflict of interests at work? For such situations, think about the value of mediation both as a reactionary tool and a preventative measure.

1. Analyze conflict/understand its causes
Surface assumptions by asking as many questions as you can and interview the groups involved. Be aware of basic conflict psychology: people have different belief systems and believe their own position to be the correct one. Acknowledge any history involved between the parties, as this will often be a factor in the current dispute.

Be aware of basic conflict psychology: people have different belief systems and believe their own position to be the correct one.

2. Be proactive and interpret problems
Find “pressure points” in processes or projects. Flag these up for management, who may be blindsided by petty disputes about individual personalities. Even if you don’t prevent a conflict, it will inform your approach when one develops.

3. Use negotiation techniques
Discuss the interests rather than stated positions — avoid the language of conflict. Concentrate on generating options for satisfying interests. Present diplomatically: even if mediation shows a particular point of view wins out hands-down, it’s a solution for all; not a victory for those who always supported it.

4. Ratify agreements and build on them
Record areas of agreement in a document as mediation progresses. Eventually, this will become your “treaty.” Get all parties to agree on a timescale and mechanism for implementation. This is the rewarding part: conflict can lead to progress and even innovation.

5. Build trust always
An environment where trust breaks down is one where strife is likely. Open-up a permanent communication channel between any parties, which have the potential for conflict: e.g. many companies only brief unions when there’s bad news; smarter ones consult them regularly. A neutral (as possible) observer should be present at any negotiations.

Many companies only brief unions when there’s bad news; smarter ones consult them regularly.

6. Establish joint communication mechanisms
What does joint communication look like in your organization? As in #5, it might be a weekly union-management committee, but it could also be a standing joint communication group formed after a merger, for example. The challenge will be to produce credible communications all the group can agree on.

7. Know your key business drivers
What are the productivity, quality or process issues that could cause a conflict and dominate negotiations? (For example, when tackling a specific project, it might be clear your board is customer-focused and your shopfloor more concerned about safety.) Business knowledge will help you to reconcile these perspectives around common goals.

What are the productivity, quality or process issues that could cause a conflict and dominate negotiations?

8. Beware cultural conflicts
Culture clashes are conflict incubators, so make a special effort to understand different culture types and the interaction between them. Map out these factors and look for intersections between different groups. Target your communication efforts here, as these are the pressure points where culture clashes are likely to occur.

9. Prepare for conflict to occur anywhere
Conflict can break out between individuals, teams, or at a structural level. From competitors to merging organizations, to functional groups or individual employees, all will need mediation and solutions.

10. Don’t let communication create conflict
Communication should be used to prevent conflict; it would be a cardinal sin to create it. Practice “air traffic control” to weed out any contradictory messages. It may seem obvious, but avoid any blame-laying or provocative messages. A company once fired staff by email: would you be less or more inclined to go quietly in this situation?