**Conflict Resolution**

**Introduction**

The purpose of this lesson is for the student to gain a working
knowledge of conflict resolution. First, conflict will be defined and
the positive and negative effects of conflict discussed. Then some basic
conflict resolution strategies will be described for your use as a
management tool. This lesson is designed to give the reader a basic
understanding of the tools available to resolve conflict between two
groups---but since conflict resolution is a human science there are many
variables to mediation that can only be learned from practical exercise.

### Conflict Defined

Webster defines conflict as a "state of disharmony." Richard Hughes
claims in the book *Leadership, Enhancing the Lessons of Experience*
that, "conflict occurs when two opposing parties have interests or goals
that appear to be incompatible" (Hughes 363). He goes on to site a good
(and familiar) example of how competing interests can result in conflict
when he quotes two well-known leaders:

*"There are times in life when we confront values worth fighting for.
This is one such time."*

-George Bush before the allied attack on Iraq

*"Should the Americans become embroiled, we will make them swim in their
own blood."*

-Saddam Hussein before the allied attack on Iraq (363)

Conflict can occur anytime there is a high level of interdependence,
differences of values or beliefs, resources or rewards are scarce,
people are under a great deal of stress, or they face an uncertain
environment. But, according to Hughes, the most common cause of conflict
is a breakdown in communications (this is where you as a leader can
preemptively have great impact on your organization by improving
communications skills and practices within your organization). In
defining conflict we must also recognize some barriers to resolution
often exist intrinsic to the problem. First, the size of the issue, the
interest that the parties have vested in the outcome, and hidden agendas
will affect possible outcomes. Next, the negotiator may be starting at a
significant deficit if the situation is seen as either win/lose (where
one will walk away a loser), a zero-sum situation (could be partial
satisfaction for both), or the situation may simply be seen as totally
unresolvable from the start (365). Finally, conflict can have both
positive and negative affects. The negative effects are common and more
often than not the result of conflict (reduced productivity, decreased
communication, and negative feelings for example). On the other hand,
small doses of conflict may actually be healthy. Competition increases a
team's effort and pent up feelings are often revealed and offer better
understanding of our teammates. These positive instances however are
rare and certainly risky enough to preclude seeking them out!

**Negotiation Tips**

There are four negotiation tips that Fisher and Ury teach us in their
book, *Getting to Yes*:

1\) prepare for a negotiating session; 2) keep the people and problems
separate; 3) focus on issues; and 4) seek win-win outcomes. First,
preparing for a negotiating session involves preparing physically
(neutral, comfortable workspace that is conducive to discussion), and
mentally (researching the issues from all sides). Being prepared puts
you at an advantage from the very start because you have an objective
view of the situation and an unbiased interest. Second, keeping the
people and problems separate is not nearly as easy as it sounds. Our
attempts to resolve conflict can quickly turn to a "blame-game" when the
discussion is focused more on the people, and not the processes. Rarely
does a discussion like this ever "fix" a problem---and often it can
exacerbate one. Thirdly, Fisher and Ury claim that we need to focus on
the issue by addressing interests not positions. Here is an example.
Cadet-A has been using a specific room to teach a course for the last
several weeks. When she arrives this week, however, Cadet-B is using the
room for a special project. If Cadet-A were to become irate and insist
on using the room she always uses, then she would be focused on her
*position* in the conflict*.* If, instead, Cadet-A turned her efforts on
finding another room (or working out a new schedule) that was equally
adequate, she would be focused on the *interest*---this would be most
constructive. Finally, working toward a solution where both sides of the
conflict feel as if they are winners should be the goal of every
session. Although it is not realistic to think that every conflict can
be resolved in such an ideal fashion, it is a worthy goal requiring hard
work, creativity, and sound strategy to reach.

**Conflict Resolution Strategies**

![](media/image1.wmf)In addition to the negotiating recommendations from
Fisher and Ury, Hughes prescribes five conflict resolution strategies:
competition, accommodation, sharing, collaboration, and avoidance.
Hughes defines these strategies in relation to the level of cooperation
(the party's desire to satisfy the other's concern) and assertiveness
(the party's desire to satisfy their own concerns) that exist. First,
***competition*** is a win-lose orientation where the desire to
cooperate is low and assertiveness is high. This strategy is appropriate
when quick decisions are vital (emergencies) or there is no popular
decision to be found (like increasing dues in order to keep operating).
Second, ***accommodation*** is the antithesis of competition where
cooperation is high and assertiveness low. This strategy is valuable
when it is important to appease the other party (unstable personality),
the issue is not very important to you, or when you find yourself in the
wrong on an issue. The third strategy, ***sharing***, is a compromise
where medium assertiveness and cooperation are prominent. This zero-sum
strategy may be as simple as sharing a room instead of having it to
yourself. The fourth strategy, ***collaboration***, is the acme of
negotiation whereby everyone wins. This strategy is when both
assertiveness and cooperation are high and the concerns are both vitally
and equally important. This orientation is certainly the one that will
require the most time and effort to resolve---but the rewards is worth
it. Finally, the last strategy is ***avoidance***. You are neither
assertive nor cooperative in this instance. This strategy is normally
reserved for an issue too trivial to waste time on, used as an initial
strategy to allow parties to "cool down," or when others may resolve the
conflict more effectively (370-373).

**Conclusion**

No one strategy is appropriate in all situations---each requires a
different amount of time, energy, and cooperation. The examples listed
with each strategy are just the beginning of a never-ending list of
possibilities (and you may use a strategy anywhere in between or even
change strategy midstream). The best one can do is to first recognize
where all parties are oriented with respect to assertiveness and
willingness to cooperate, then have realistic objectives based on the
strategy you are about to employ, and finally, take advantage of the
negotiating tips mentioned earlier. Finally, this skill can only be
developed with time and practice. This lesson works in concert with the
counseling lesson (Lesson 15) as conflict resolution requires the same
skill set that counseling does---they both require tools that are
valuable to the CAP member (or any other position requiring leadership)
and are well worth the investment in time and energy!