CONCEPT: Conflict Resolution

APPROXIMATE TIME: 1 hour

1. Define conflict resolution.
2. Identify negotiation tips.
3. Identify basic conflict resolution strategies (styles).
4. Apply principles in practical exercise.

SUGGESTED MATERIALS: No additional materials are required. Refer to the Instructor Information   link in the User's Guide for the basic materials to teach a class.

Conflict resolution is a skill that can be learned through reading and a great deal of practice. The goal of resolution should be to end the conflict in a win/win situation whenever that is possible—but it is situational. The skills learned in Lesson 15, Counseling, also serve in resolving conflict (since conflict resolution may very well include a series of counseling sessions).

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 as it is a human science there are many variables to mediation that can only be learned from practical exercise.

1. Define conflict and conflict resolution in general terms.
2. Discuss tips on negotiation.
3. Discuss strategies (conflict management styles).
4. Perform practical exercise to discuss application of each style of resolution
5. Perform case study
6. Tie lesson concepts to counseling

Attention Step: (Slide 1) Conflict between individuals or groups under your control can totally destroy the ability of a unit, or at least make completing the mission much more difficult. Whether you are a commander or a future commander, the skill to resolve conflict is one that is extremely valuable and can serve you for the rest of your life

Lesson Overview: (Slide 2) Today’s lesson starts off by defining conflict and its resolution. After that we will discuss some tips on negotiation in order to resolve conflict—you’ll begin to notice the parallels of this lesson to counseling almost immediately. Next, we will discuss 5 different conflict resolution strategies (they’re actually styles that drive your strategy). Finally, we’ll put the lesson to use in an exercise.

Main Point 1: (Slide 3) Conflict Defined. Before we can talk about resolving conflict, it is important to note what conflict is. It is important to note that perceptions are involved here—appearances. In reality, there may be no real conflict of interest at all. Does that make it any less of a problem? No.

Main Point 1 continued: (Slide 4) Conflict Defined. Here’s an example of conflicting interests that we all can probably remember. Unfortunately, not all conflict will end easily and just by discussing it.

Main Point 1 continued: (Slide 5) Here is a list of the likely reasons that conflict will occur. How may of these were present prior to the conflict in the desert? Notice that communications is capitalized—it is often seen as the most common reason for conflict. This is because miscommunications, or the lack of communications, often leads us to misperceptions. Again, that’s all it takes.

Main Point 1: (Slide 6) Conflict Resolution. Resolving any conflict can quickly become a tough job for you as a leader. Often people perceive that conflict resolution will end with one or the other party losing (and sometimes that is the case). Additionally, many feel that negotiation will result in no winner, but two partially satisfied parties. Finally, some may feel their situation is totally unresolvable. Although this situation may very well be the case, it is important to not assume them to be true without going through the process of investigation and mediation. It is always worth the effort. Some conflict may actually be healthy for your organization. People often work hard in competitive environments. Also, we sometimes don’t say what we mean till conflict occurs—it is healthy to better understand your teammates in this regard. Conflict is also often an impetus for change, and sometimes change is needed. However, none of these are good enough reasons to seek it! It would be a very risky business to actually induce conflict in hopes of a positive outcome.

Main Point 2: (Slide 7) Negotiation Tips. Preparing to negotiate is just as important and exactly like preparing for a counseling session. Choosing a suitable location and seating arrangement that places all parties on equal footing is a good place to start. Also, being prepared mentally by knowing the facts at hand is important (it will be obvious that you have done your homework—or not). Next, it is essential that the session be focused on the process—not the people. This is not to say that people cannot be wrong, but focus on the wrong act not the person. Try to think strategically about it—what will the result be if you removed this person from the process. Is there a chance that another person would do the same thing? Is there a safeguard that can be put in place to prevent someone else from making the same mistakes? This kind of thinking focuses on repairing a process, not just for today but for the future. Third, focus on the interests of the parties, not their positions. There is a good example of this in the reading. Finally, always seek a win/win solution whenever it is at all possible (time, resources, and significance of the conflict may deem this not possible—but try to make it the exception rather than the rule).

Main Point 3: (Slide 8) Strategies. There are 5 strategies to resolving conflict. The appropriate style may fall somewhere in between any of these extremes and can actually change at different moments in the process, but it is a good framework to discuss the subject. These are well described in the reading. Save your discussion of instances that are appropriate for each strategy till slide 10.

Main Point 3 continued: (Slide 9) Strategy. What does all this stuff mean? It means that your strategy ought to match the situation. More specifically, you should use a style that takes into account your resources and the position that the two parties hold on the assertiveness and cooperation scale. Also, use the negotiation tips with any strategy that you eventually employ.

Main Point 4: Slide 10) Practice exercise. This is a good time to get the audience involved by listing examples of times when each style would be appropriate. Here’s a list that Hughes mentions in his book:

Competition:

-Quick decisive action is vital (emergencies)

-Important issues where unpopular actions need implementing (cost cutting, enforcing new rules, discipline)

-Issues vital to the squadron and you know you’re right

-Against people who try to take advantage of another’s noncompetitive behavior (nice guy)

Collaborative:

-When both sides are too important to compromise

-When the objective is to learn

-When merging insights of two very different perspectives

-When consensus is essential

-When searching emotions that have interfered for a while (deep-seeded)

Compromising:

-When goals are important but not worth the effort or potential disruption for more assertive modes

-When opponents with equal power are committed to mutually exclusive goals.

-To achieve temporary settlements on complex issues

-To arrive at expedient solutions under time pressures

-As a backup when collaboration or competition proves unsuccessful

Avoiding:

-When an issue is trivial, or when more important issues are at hand

-When you perceive no chance of satisfying your concerns

-To let people cool down and regain perspective

-When gathering information supercedes immediate decision

-When others can resolve the conflict more effectively

-When issues are merely indicators of different problems

-When you find you are wrong—to allow a better perspective to be heard

-When issues are more important for others than they are for you

-To build social credits for later

-To minimize losses

-When harmony and stability are especially important

-To allow subordinates to develop by learning from mistakes (Hughes 373)

Conclusion: (Slide 11). You can see by this case study that it is no easy task to resolve conflict. We have traveled in this lesson from defining conflict to discussing a sensitive case study. Along the way we discussed negotiation tips and the five resolution strategies and how they represent different levels of assertiveness and cooperation amongst the parties. We also discussed the fact there is no cookie cutter approach here—the strategy needs to fit the situation. Finally, we tied this lesson into some of the other lessons in this course. This course was a primer for further education in the field of conflict resolution—spend time researching the subject, but more importantly, applying what you learn along the way.