Conflict Resolution

Module One:
Getting Started Where all think
alike, no one
thinks very much.
Wherever two or more people come together, there is the
possibility of conflict. Walter Lippmann

This course will give participants a six-step process that

they can use and modify to resolve conflicts of any
size.
Participants will also learn crucial conflict resolution skills,
including dealing with anger and using the Agreement
Frame.
 Workshop Objectives

Understand what conflict and conflict resolution mean

Understand all phases of the conflict resolution process
Understand the five main styles of conflict resolution
Be able to adapt the process for all types of conflicts
Be able to break out parts of the process and use those tools to prevent
conflict
Be able to use basic communication tools
Be able to use anger & stress management techniques
 Pre-Assignment Review
Take a moment to look at the following statements and
discuss if they are true or false.

Conflict is always negative.

Conflict is always violent.
Conflict is inevitable.
Anyone can experience conflict.
 Module Two:
An Introduction to Conflict Resolution

 
People often assume that conflict is always Great ideas often
receive violent
negative. This is not true! opposition from
mediocre minds.

People are inherently different, and conflict simply Albert Einstein

happens when those differences come to light.
With a conflict resolution process, people can explore and
understand those differences, and use them to interact
in a more positive, productive way.
 What is Conflict?
The Random House Dictionary defines conflict as, “to come into collision or
disagreement; be contradictory, at variance, or in opposition; clash.”
Some examples of conflict can include:
• Two sales representatives are arguing over who gets the latest customer
• A team of employees is upset with their manager over a recent scheduling change
• A group of managers cannot decide who gets the latest project assignment

Conflict can also healthy competition.

• Two companies vie for the top market share of a particular product
• Several sales teams work to get first place
• Six hockey teams work towards winning a championship
 What is Conflict Resolution?

The term “conflict resolution” simply means how you solve conflicts.
Common conflict resolution terms include:
Mediation
Mediator
Dispute
Apparent Conflict
Hidden Conflict
 Understanding the Conflict Resolution Process
Conflict can come in many forms, and our process will help you in any situation.

Create an Effective Atmosphere Get to the Root Cause

Neutralize Emotions Examine Root Causes
Set Ground Rules Create a Fishbone Diagram (for complex
Set the Time and Place
issues)
Identify Opportunities for Forgiveness
Create a Mutual Understanding Identify the Benefits of Resolution
Identify Needs for Me, Them, and Us
Generate Options
Focus on Individual and Shared Needs Generate, Don't Evaluate
Find Common Ground Create Mutual Gain Options and Multiple
Build Positive Energy and Goodwill Option Solutions
Strengthen the Partnership Dig Deeper into the Options

Build a Solution
Create Criteria
Create the Shortlist
Choose a Solution
Build a Plan
 Module Three: Conflict Resolution
Styles with TKI

• There are five widely accepted styles of resolving

conflicts.  
Pick battles big
• enough to matter,
These were originally developed by Kenneth Thomas small enough to
and Ralph Kilmann in the 1970’s. win.

• Jonathan Kozol
We have even designed our conflict resolution process
so that it can be used in conjunction with these styles.

• Understanding all five styles and knowing when to use

them is an important part of successful conflict resolution.
 Collaborating
This style is appropriate when:
The situation is not urgent
An important decision needs to be made
The conflict involves a large number of people, or people across different
teams
Previous conflict resolution attempts have failed
This style is not appropriate when:
A decision needs to be made urgently
The matter is trivial to all involved
 Competing
This style is appropriate when:
A decision needs to be made quickly (i.e., emergencies)
An unpopular decision needs to be made
Someone is trying to take advantage of a situation
This style is not appropriate when:
People are feeling sensitive about the conflict
The situation is not urgent
 Compromising
This style is appropriate when:
A decision needs to be made sooner rather than later (meaning the situation is
important but not urgent)
Resolving the conflict is more important than having each individual “win”
Power between people in the conflict is equal

This style is not appropriate when:

A wide variety of important needs must be met
The situation is extremely urgent
One person holds more power than another
 Accommodating
This style is appropriate when:
Maintaining the relationship is more important than winning
The issue at hand is very important to the other person but is not
important to you

This style is not appropriate when:

The issue is important to you
Accommodating will not permanently solve the problem
 Avoiding
This style is appropriate when:
The issue is trivial
The conflict will resolve itself on its own soon

This style is not appropriate when:

The issue is important to you or those close to you (such as your
team)
The conflict will continue or get worse without attention
 Module Four: Creating an
Effective Atmosphere
 
Whenever you're in
When people are involved in a conflict, there is typically a conflict with
lot of negative energy. someone, there is
one factor that can
By establishing a positive atmosphere, we can begin to make the difference
turn that negative energy around, and create a between damaging
problem-solving force. your relationship
and deepening it.
This creates a strong beginning for the conflict resolution That factor is
process. attitude.
William James
 Neutralizing Emotions

Before beginning the conflict resolution process, both parties must agree that
they want to resolve the conflict. Key steps for the people in conflict include:
Accept that you have negative feelings and that these feelings are normal.
• Acknowledge the feelings and their root causes.
• Identify how you might resolve your feelings.
• This can generate ideas about what the root cause of the conflict is, and
how to resolve it.
 Setting Ground Rules (I)

• Ground rules provide a framework to resolve a conflict.

• Ground rules should be set at the beginning of any conflict resolution process.
They can be very brief or very detailed – whatever the situation requires.
• Ground rules should be:
Developed and agreed upon by both parties
Positive when possible
Fair to both parties
Enforceable
Adjustable
Written and posted
 Setting Ground Rules (II)

Some examples of ground rules include:

We will listen to each other’s statements fully before responding.
We will work together to achieve a mutually acceptable solution.
We will respect each other as individuals, and therefore not engage in
personal insults and attacks.
 Choosing the Time and Place

• When possible, choose a quiet place to discuss the conflict.

• Make sure that there is lots of time allowed.
• Minimize distractions if possible.
• If you are mediating a conflict resolution meeting, be conscious of the
needs of both parties when scheduling the meeting, and follow the tips
listed above.
 Module Five: Creating a Mutual
Understanding
The model of win-win situations and mutual gain is our  
Conflict is inevitable,
preferred outcome for any conflict. but combat is
optional.
In this module, we will explore how creating mutual
understanding can lay the groundwork for a win-win Max Lucade
solution.
 What Do I Want?
To begin, identify what you personally want out of the conflict. Try to state
this positively.

• I want a fair share of all new customers.

• I want a better working relationship with my manager.
• I want changes to the schedule.
 What Do They Want?

These framing questions will help you start the process.

What does my opponent need?
What does my opponent want?
What is most important to them?
What is least important to them?
 What Do We Want?
From this simple chart, we can see that Joe and George have the same goal: to ensure that the
foreman position is covered by someone during regular working hours. Thus, this is a
logistical conflict rather than an emotional one. We can also see from the chart that there
seems to be some good starting ground for a solution.

JOE GEORGE

WANTS To have at least two foreman shifts per To have at least two foreman shifts
week. per week.

To leave by 4:30 p.m. on Fridays.

NEEDS To leave by 4:30 p.m. on Mondays and Not to have more than three foreman
Wednesdays to pick up his children. shifts per week as it will require
him to pay extra taxes.
To ensure that the foreman position is
covered by someone from Monday To ensure that the foreman position is
to Friday, 8 a.m. to 5 p.m. covered by someone from Monday
to Friday, 8 a.m. to 5 p.m.
 Module Six: Focusing on
Individual & Shared Needs  
Good battle is
objective and
So far, we have talked about laying the foundation for honest, never
common ground, one of the key building blocks for vicious or cruel.
win-win solutions. Ann Landers
This module will look at some techniques for building
common ground, and how to use common ground to
create a partnership.
 Finding Common Ground
• You should continue to try to find common ground throughout the entire
conflict resolution process.
• It will help you understand your adversary’s position and better position you
to help create a win-win solution.
• These positive gestures will build goodwill, and help you make the shift
from being two people in conflict to being two people working to solve a
problem.
 Building Positive Energy
and Goodwill
• Have a good attitude.
• Frame things positively.
• Create actionable items.
• Try to keep emotions out of your statements.
• Take a break when you need it.
• If you say, “I see where you’re coming from,” make sure you mean it.
• Invite the other person to step into your shoes.
• Share as much information as you can.
Strengthening Your Partnership

In 1965, Bruce Tuckman, developed a

four-stage model showing how teams
grow and develop. This model can be
applied to one-on-one human
interactions, too.
STAGE EXPLANATION WHAT YOU CAN DO TO HELP
FORMING Team members are just meeting; Encourage team building through non-conflict laden
unsure of their role and themselves. tasks and activities.

Involve the team in task planning and goal setting.

STORMING Team members discover differences Continue with the plan; evaluate and adjust as
and butt heads; conflict can interfere necessary.
with progress.
Support the team through conflict and help them
resolve it.
NORMING Team members start to discover Keep the group focused on the goal; encourage
similarities too. Performance social activities outside of team time.
typically improves, but social
interaction may also cause it to drop.
PERFORMIN Team members are now comfortable Continue to offer resources and support to the team.
G with each other and work together Monitor performance, as teams can change stages
well. at any time (particularly when members join in or
drop out).
 Module Seven:
Getting to the Root Cause
Peace is not the
In this module, we will learn how to delve absence of
conflict, but the
below the current conflict to the root of ability to cope with
the problem. it.
Anonymous
This phase is important for long-term
resolution, rather than a band-aid
solution.
 Examining Root Cause
Once the groundwork has been laid, it is important to look at the root causes of
the conflict.
One way to do this is through simple verbal investigation. This involves
continuously asking “Why?” to get to the root of the problem.

Paying attention to the wording of the root cause is

important, too.
• Watch out for vague verbs.
• Try to keep emotions out of the problem statements.
 Creating a Cause and
Effect Diagram (I)
1. To start, draw a horizontal arrow pointing to the right on a large sheet of
paper. At the end of the arrow, write down the problem.
2. Now, work together to list possible causes. Group these causes. Draw a
line pointing to the large arrow for each cause and write the cause at the
top.
3. Now, write each cause on a line pointing to the group arrow. (Sticky notes
work well for this.)
4. Now the people in the conflict have a clear map of what is happening.
Creating a Cause and Effect Diagram (II)
 The Importance of Forgiveness
• Forgiveness does not mean forgetting that the conflict happened, or erasing the
emotions that it created.

• It does mean accepting that the conflict happened, accepting and working
through how it made you feel, accepting the consequences that it had, and
letting those actions and consequences exist in the past.

• Successful conflict resolution should give the participants some feeling of closure
over the issue.

• These goals should be kept in mind during the resolution process.

 Identifying the Benefits of Resolution

You and the person that you are in conflict with may arrive at a point where
you wonder, “Is this really worth it?” Identify what could happen if the
conflict Is not resolved with these questions.

• What relationships will deteriorate or break up?

• If this is a workplace conflict, what is the financial cost to the company?
• What will be the emotional cost to the participants?
• Who else will be affected?

These questions should help participants put things into perspective and
evaluate whether or not the conflict is truly worth resolving.
 Module Eight:
It's not what you
Generating Options look at that matters,
it's what you see.

Henry David
Once you have a good handle on the conflict, it’s time for Thoreau
all parties in conflict to start generating some options
for resolution.
In this stage, it’s all about quantity, not quality; you want
as many options to choose from as possible.
 Generate, Don’t Evaluate

To begin, generate ideas for resolving the symptoms of the conflict. Then, move on to the
root cause and expand your list of ideas.
It is very important not to censor yourself or the person that you are in conflict with.
Record all possible ideas into a list or brainstorming diagram.

If you are having trouble thinking of solutions, use these questions to jump-start your
creativity.
• In an ideal world, how would this conflict be resolved?
• How do we not want this conflict to be resolved?
• How might others resolve this conflict?
 Creating Mutual Gain Options and Multiple
Option Solutions
Once you have a good list of options, look over the list and perform some
basic evaluation.
Cross off options that are an absolute no-go for either party.
Highlight options that provide gains for both parties.
Look for options that can be combined for an optimal solution.
Make options more detailed where appropriate.
Continue brainstorming and generating ideas.
 Digging Deeper into Your Options

Once the list has been narrowed down a bit, dig deeper into each option.
Identify:
The effort for each option (on a scale of one to ten)
The payback for each option (on a scale of one to ten)
Your estimation as to its likelihood of success
Other options that could be used to complement it
Each party’s preference for it (expressed as yes/no, or a percentage in
favor)
 Module Nine:
Building a Solution
The harder the
conflict, the more
Once the possible solutions are laid out, it’s time to move glorious the
on to choosing a solution and laying the groundwork triumph.
for a resolution.
Thomas Paine

This module will explore how to create criteria and how to

use those criteria to create a shortlist of options, and
then to move on to a solution.
 Creating Criteria
• For the moment, set aside your list of options. It’s time to create a framework to evaluate
those options.
• Try not to think about the different options as you create the criteria. Focus instead on the
wants and needs of both parties.
• Criteria should explore what you want and do not want from the solution.
• You can also prioritize your criteria by what is necessary to have and what you would like
to have (also known as needs and wants). Identify any items you would be willing to
compromise on.

CRITERIA WANT? NEED? SHARED WITH COMPROMISE ON?

OPPONENT?
 Creating a Shortlist

Once the criteria have been created, bring out the list of solutions.

Eliminate any solutions that do not match the must-have criteria that you
and your partner identified.

At the end of this process, you should have a small, manageable list of
potential solutions.
 Choosing a Solution

Now, choose a final solution. Remember, you can often combine multiple
options for even greater success!

Here is a checklist to evaluate the chosen solution.

Is it a win-win solution for everyone involved?
Are all needs provided for?
Are all criteria met?
 Building a Plan

Now, let’s create a plan to put the solution in action. The complexity of this
plan should vary with the complexity of the situation.

For more complex situations, such as those involving a group of people or

multiple option solutions, a detailed action plan may be appropriate.

It is important that each party take responsibility for implementing the

solution, even if it is determined that one party is at fault.

The action plan should also include a list of things to do if the conflict is not
resolved after implementing the solution.
Module Ten: The Short Version of
the Process Seek first to
understand, then to
be understood.
So far, we have explored the six phases of the conflict
resolution process in depth. Stephen Covey

In this module, we will work through an abridged version of

the process that can be used quickly and easily to
successfully resolve conflicts.

We will also look at some individual steps that can be used

as conflict resolution and prevention tools.
 Evaluating the Situation

• Phase One (Creating an Effective Atmosphere): Take a moment to calm

down and deal with your emotions. Look at the possible positive outcomes
of the conflict.

• Phase Two (Creating a Mutual Understanding): Quickly evaluate your

wants and needs and those of the other party. Try to identify the real issue.

• Phase Three (Focusing on Individual and Shared Goals): Identify common

ground.
 Choosing Your Steps

Now, let’s work through phases four and five.

• Think about the current conflict. Is it really the root cause or is it just a
symptom of a larger problem? (Most often, it’s just a symptom.)
• How could the problem be resolved?
• Make a short list of possible solutions, even if it’s just in your head.
 Creating an Action Plan

• Once you have some ideas on how to resolve the conflict, do a

quick evaluation.
• What do you want and need out of the solution? What might the
other party need?
• Use these to sketch out a solution.
• Have a backup plan, too, in case your approach doesn’t work.
 Using Individual Process Steps

• A new person has joined your team. She is very quiet and the team (yourself
included) is having a hard time getting to know and like her. You use some of the
tools we discussed today to build common ground with her and improve
teamwork.

• Lately, team status meetings have gotten out of hand. People talk over each
other, argue constantly, and often leave the room. You suggest implementing
ground rules for these meetings.

• One of your colleagues often behaves very aggressively. You find it very difficult
to communicate with him because you find him so intimidating. You use emotional
neutralization techniques to focus on your message and reduce the impact of his
behavior.
 Module Eleven:
Additional Tools
 
You can't shake
To wrap up this workshop, we would hands with a
clenched fist.
like to share some additional tools Indira Gandhi
that can help you resolve conflicts.
 Stress and Anger
Management Techniques
• Deep breathing has beneficial mental and physical
effects.
• Coping thoughts can help you stay calm, too.
• Make sure to take breaks as needed. If the person you
are in conflict with becomes emotional or stressed,
encourage them to take breaks as well.
• After the conflict is over, talk about it with someone
appropriate.
 The Agreement Frame
The Agreement Frame takes one of three forms:
I appreciate, and…
I respect, and…
I agree, and…

PERSON A PERSON B
The best way to resolve this conflict is for you to I respect your opinion, and I think that there might
resign your position immediately. be some other viable options.

What options were you considering? I think that if I issued an apology to the team for
the misunderstanding that we would be on our
way to resolving the conflict.

I think that option is too low-key for this situation. I agree that it might not be a strong enough
statement, and I may need to have team
meetings to address the underlying issues.
 Asking Open Questions

When possible, use the five W’s or the H to ask a question.

• What happened?
• Why do you feel that way?
• When did this problem start?
• How does that make you feel?
• Who else is involved?
 Module Twelve:
Wrapping Up  
The quality of our
lives depends not
Although this workshop is coming to a close, we hope that on whether or not
your journey to improve your conflict resolution skills is we have conflicts,
just beginning. but on how we
respond to them.
Please take a moment to review and update your action Tom Crum
plan. This will be a key tool to guide your progress in the
days, weeks, months, and years to come.

We wish you the best of luck on the rest of your travels!

 Words from the Wise

• WILLIAM ELLERY CHANNING: Difficulties are meant to rouse, not

discourage. The human spirit is to grow strong by conflict.

• M. ESTHER HARDING: Conflict is the beginning of consciousness.

• CARL W. BUECHNER: They may forget what you said, but they will
never forget how you made them feel.