This document discusses strategies for proactively managing conflict in the workplace. It begins by defining different types of conflict, including inner conflict, person vs. person conflict, intra-group conflict, and intergroup conflict. It then discusses sources of conflict, such as differences in facts, values, self-image, and company policies. The document outlines three strategies for resolving conflict - lose-lose, win-win, and win-lose. It favors the win-win strategy of satisfying both sides' needs. Finally, it discusses five approaches to managing conflict described in the Thomas-Kilmann model, including competing, collaborating, compromising, avoiding, and accommodating styles. The document recommends collaboration and compromise as effective approaches

1. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
In the arenaof Human Relationsamongstanyorganizationorcompany,be itglobal orsimply
local inscope,managingconflictandsometimesbeingable toavoiditall togetherisacrucial skill to
masterin orderto achieve personal successaswell as harmonyinthe workplace. Inall thingswe do,
regardlessof the where,why,orwhen,conflictisa part of our dailylivesandinsome casesitis essential
inorder to understandcertainconcepts. Notall conflictisnegative. If everythingwaseasy,orthere was
not conflictorstressorsto guide ourlivesorotherwise moldusintocertaindirectionsof thoughtor
decisionmaking,we mighthave trouble understanding several of life’sconceptsorbe unable tolearn
and growas an individual.The importantthingtorealize whenhandlinganddealingwithconflictasa
Human ResourcesManageristhat conflictis going to happen,andthe abilitytoeffectivelymanage this
conflictina proactive,positive wayasitrelatestohuman relationswithyourpeersinthe workplace is
essential.
For the purposesof thispaper,we will needtodefinethe differenttypesof conflict,asIhave
mentionedearlier,notall conflicthastobe seenasinherentlynegative.Conflict ingeneral,asdefined
by Lamberton,is“a processthat beginswhenone personseesthatanotherpersonhasdamaged - or is
aboutto damage - somethingthatanotherpersoncaresabout”(p.262). So, bythisdefinition,itis
apparentthat conflictcanoccur betweentwoindividualsif one ormore partiesperceivethatthis
damage isa possible outcome,andthisperceptionof attempteddamage doesnothave tobe physical;it
can occur to intangiblethingsthatmake upan individual’sidentitysuchasideas,values,orgoals. Bythis
definitionitmay be hardto see the positive value inconflict,butitiscertainlythere.There are different
typesof conflict:functional conflict(whichisconstructive) anddysfunctional conflict(whichis
destructive conflict) andwhenthisconflictmanagementishandledproactively,conflictcanbe both

2. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
beneficial andconstructive whenapproachedinthe correctway.For example,saythatwe have a group
of employeesthatare brainstormingalternative optionstopursue relatedtotheirbusinessthatwill
affectall of themat the processas well asotheremployees.Shouldthisgroupbe more concernedwith
simplygettingalongwithone anotherforthe sake of doingso,ratherthan comingup withcreative
solutionstothe problem,theymaynotcome upwithas many ideas astheywouldhave otherwise.
Additionally,thistype of thinkingcanresultina poor decisionbeingmade asa resultof groupthink.By
the otherside of the coin,dysfunctional conflictcanarise froma similargroupthat isgeneratingso
much conflictintheirdebate tofindasolutionthatall agree on thatin-fightingandpolarizationcan
occur, resultinginadecisionthatisnot the bestone either.Clearlyahappymediumexistsbetweenthe
two,and itbecomesclearthat conflictbetweenindividuals, atleastinthissetting,canresultinmore
creative ideasbeinguncoveredandabetterdecisionbeingmade asa whole.Forthe part of the Human
ResourcesManagerinthis situation,theymustworktohelpbalance thisact,attemptingtochange a
dysfunctional conflictintoafunctional one.
While Lamberton’sdefinitionof conflictaslaidoutinHuman Relations:StrategiesforSuccess
mightindicate atface value that conflictonlyoccursbetweentwoindividuals, there are actuallyfour
differenttypes of conflict.Conflict canactuallyoccur withinthe self,betweendifferentgroups,inside
the same group, andbetweenagroupand a single individual. Innerconflictisthe conflictwithinan
individual,anditcan involve values,loyaltiesorpriorities.Thistype of conflictcanmanifestitselfwhen
your bossisaskingyouto do somethingthatyourpeersinthe workplace wouldlookdownupon,orin
classical literature,youcouldsee howinnerconflictmotivatesthe actionsof RomeoandJuliet,star-
crossedlovers whose personalidentityasitrelatestotheirfamilies andhomeplace findthemselves
unable toreconcile this conflictinternally,and asI’msure youknow,it endsina lose-losesituationfor
all involved.Thisis unfortunatelyandultimatelythe resultof dysfunctionalconflict,andpoorconflict

3. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
managementbyseveral charactersinthatstory.Movingonwards,person-versus-personconflictoccurs
far more oftenat leastoutwardlyinthe workplace,andHumanResourcesManagersare oftencalled
uponto mediate thisconflict.Thistype of conflictinvolvestwopeople whoare atoddsoversuch things
as personalitydifferences,valuesconflicts,work-relatedactions,oranyothersuchdivisive issue.This
can be a problemasit relatestowardsworkplace chemistryandwork-relationsbetweenthe two
individualsaswhenconflictoccursbetweentwoindividuals,itoftenbecomespersonalinnature.Itis
importantthatHuman Resource Managersare able to stepinand helpmediate the conflictwhen
necessary,helpingbothsidestocommunicate andworkona path towardsreconcilingtheirdifferences
withoutone side havingtogive uptoomuch inthe process.Anotherreasontocatch such
disagreementsearlyinordertohelpspinthemina proactive way,isthatsometimesintragroupconflict
occurs whena conflictbetweentwoindividualsspinsoff andbeginstoaffectthe restof the workplace,
causinggroupmemberstochoose sides,furtherdividingthe workplace.Thistype of conflictistobe
avoided,andshouldthese cracksinworkplace relationsbegin,itisimportanttocatch it earlyandget
bothpartieson a path towardsreconciliationbefore itstarts pollutingthe workplace culture,or
affectingproductivityinanegative way. Intergroupconflictisslightlydifferentfromintra-groupconflict
inthat it occurs more naturallyandcan resultinsimple rivalriesbetweendifferentgroupsor
departmentsinthe workplace.Thistype of rivalrycanbe good-naturedorhelppromote competition,
whichcan spur productivity,orcanresultnegativelyinfinger-pointingblame gamesasdifferent
departmentstrytoshiftthe blame forpoor businessresultsontothe other.Whenthisoccurs,the
conflictcan growand become widespread,resultinginafunctional problem withinthe company.Thisis
to be avoided andmediatedasbestaspossible,sometimesupperlevel managementmuststepinto
resolve interdepartmental conflictssuchasthis.Finally,personversusgroupconflictcanoccur most
oftenwhenasingle individualbreaksrulesornormsputinplace by the group,organization,or

4. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
company.Thistype of conflictismore easilymediatedasoftenthe problemlieswiththe individual or
theirperceptionof the group.Insome cases,corrective actionmaybe necessaryto reinforce the norms
or rulesthat were broken,andcommunicationlinesmustbe establishedorre-establishedbetweenthe
individualandthe groupinorderto have an amicable resolution.
Nowthat we have defined whereconflicttakesplace,itisessential thatwe alsoknow how ittakesplace
betweenthesegroups. AccordingtoLamberton,“notwoconflictsare alike;eachone startsat a
differentpointoverdifferentissues.If youknow whattype of conflictyouare involvedin,that
knowledge canhelpyoudiscoverhowbesttoresolve it”(p.263). There are fourbasic sourcesof conflict
to consider:contentconflict,valuesconflict,negotiation-of-selvesconflict,andinstitutionalizedconflict.
Startingwithcontentconflict,Ifindthatit isthe most easilyremediedtype of conflict,asithasto do
withfactsor disagreementonwhetherornot an ideais correct.An amicable resolutioncaneasilybe
foundbyfact-checkingthe argumentorotherwise askinganotherverifiable source todeterminewhois
right.Valuesconflicts,howeverrunmuchdeeperandcaneasilygetpersonal veryquickly.The best
methodtoresolve these typesof conflictsistomake certainthat communicationlinesbetweenboth
partiesremainopen,sothata greatertolerance of valuesdifferencecangrow as well asa mutual
respectforthe othersposition.Withtime,andeffectivemanagementinthissituation,trustwill develop
betweenthe twoparties,andtheywillreconcile theirdifferencesandshouldcome torespecteach
othermore for it,creatinga closer-knitteam.Unlikethe otherthree basicsourcesof conflict,the
negotiation-of-selvesconflictisgenerallyaninternal conflictmade manifestbyanindividual whoseself-
esteemorself-image isinconsistentwithhow otherpeople inthe workplace see them.Thistype of
conflictisthe least of the worriesof the Human ResourcesManage as it involvesjustone person’s inner
conflictwiththeirperceivedstatusorability,anditisnotnecessarilyreflectiveof theiractual
performance orability.The bestwaytomediate thistype of conflictistohelpthatindividual builda

5. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
stable self-concept,orprovide positive reinforcementthatshouldassistinthisway.Finally,the lastof
the four basicsourcesof conflictisinstitutionalizedconflict,whichhastodo withcompetitionover
resourcesorpowerwithinacompany.Thistype of conflictcanoccur whenanindividual orgroupof
individualshasanissue withacompanypolicythattheyair aloud,or perhapstheyare constantly
runningafoul of a companyrule or regulation.Mediationof thisissue canbe remediedacouple of ways,
for one,the rule or regulationinquestionmayneedtobe alteredtobettersuitthe company,orpossibly
if it isjustone individual havinganissue withthe rule,theymayneedcorrectiveaction,orpossible
special treatmentif theycannothelptomake a personal change.Bothmethodsshouldresultinan
amicable solutionformostparties.
These differenttypesof conflictare vital towardsbeingable todiagnose them,asanyone whois
willingtoattempttomanage conflictmustunderstandwhatistrulyhappening andlookcloselytotreat
the conflictat itssource,appealingtobothsidesneedsanddesiresinordertotry to findas amicable a
resolutionaspossible forthe partiesinvolvedaswell asforthe company.
To the endof proactivelysolvingthe sourcesof conflict,we mustmove towardsthe various
stylesof resolvingconflict. Whenattemptingtoresolve conflict,andmediate the issue as aHuman
Resource Manager,there are three differentoutcomesthatusuallyconflictmanagementusuallyresults
in.These are:the lose-lose strategy,the win-winstrategy,andthe win-losestrategy.Inthe lose-lose
strategy,all partiesinvolved have togive upsomethinginorderfora resolutiontobe reached.The core
appeal towardsthisstrategyis knowingthatall parties are aware that theyare notnecessarilygetting
the resultthat theywant,butall partiescan effectively livewiththiscompromise asthe final decision.
Thistype of compromise typicallyproducesunhappypeopleatbothendsof the spectrum, andmay
unfortunatelybe ashort-sightedcompromise forthe time being,withconflictarisingagaininthe future.

6. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
Thiscan helpavoidconflictinthe interimperiod,butagreat Human Resource Managerwill hopefullybe
able to finda road towardsa betteroption.Bycontrast,the win-winstrategyistobe soughtafterthe
most,as thisis a compromise thatresultsinall partiesmostlygettingwhattheywant,withouthavingto
give uptoo much inorderto reach it. The keyto masteringthe win-winstrategyaccordingto
Lamberton,is“to satisfyasmany of each side’sneedsaspossible”(p.268). Whenmediatingworkplace
conflictstoreach thisend,youshouldknow thatpeople inconflictusuallyhave more thanone reason
to be involvedinthe dispute,andtendtoattach differingprioritylevelstoeachof these reasons.
Generally,individualsorgroupsinconflictwill be mostlysatisfiedif youare able tocater to theirmain
goals,evenif theydon’tgetthe majorityof theirdemandsinthe compromise.The thirdstrategywould
be that of the win-lose strategy.Sometimeswhenmediatingconflict,especiallywhenitisdetermined
by managementthatone side isrightonthe issue at handand the otheris wrong,there isa clear
“winner”anda clear “loser”.The losingpartycan sometimeshave hardfeelingsagainstthe winningside
and the conflictmanageras well,soitisimportanttohelpsoftenthe blow asbestas possible forthe
losingside;usingpersuasiveexplanationsforwhythe decisionwasmade. Itisessential tobe mindful of
the effectsof these variousmethodsof conflictresolutionandmanagement,andtoseekthe best
outcome forthe companyas well asthe individualsorgroupsinvolvedinthe dispute.
Moderationas itrelatestowardsconflictresolutionreliesheavilyonthe approachbeingtaken
by the conflictmanager. AccordingtoThomas-Kilmann’sconflictmodel,thereare five differentmethods
to approach resolvingconflictthatuse varyinglevelsof assertivenessandcooperationinordertohandle
conflict. Thismethodologycontainsthe competitorstyle,the collaboratorstyle,the compromiserstyle,
the avoiderstyle,andthe accommodatorstyle. These methodsrange fromacompetingstyle,which is
assertive anduncooperative andmore similartoadictatorship, toa compromisingorcollaborating
style,whichisbothassertive andcooperative,andclosertoa democracyinso far as how debate and

7. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
compromise are a part of the process. Goingfurtherindepthonthe subject,the competitorstyle isa
confrontational,assertive,andaggressive waytomanage conflict,thisstyle isnotmypersonal
preference, but Icansee that it maybe applicable whenitisthe onlyoptiontominimizeconflictfall out.
The competitorstyle istypicallydefinedbythe predilectionsthatthe conflictmanagerhasrelatedtothe
issue athand, andtheyarbitrate the conflictina manneraccordingly.Thisstyle usuallyresultsinalose-
lose style,ora win-losestyle,ascompetitorsare afraidof the disruptionthatcouldresultfromother
people’sconflict,sotheymaymove toquicklyeliminatethe potential disruptionbefore itbecomeseven
more divisive andchaotic.Bycontrast,the AvoiderStyle preferstoavoidconflictatall costs,and would
rather notbe aroundconflictatall.Thisstyle characteristicallyresultsinthe avoidingconflictmanager
ignoringthe conflictbetween twopeople,preferringforthemtobe able towork itout amongst
themselvesif possible,however,thiscanbe problematicasif thisconflictiscausingmorale issuesinthe
workplace,itisthe manager’sbusinesstoresolveit.A thirdpolarizingapproachtowardsmanaging
conflictwouldbe thatof the accommodatorstyle.A conflictmanagerusingthisstyle issimilarinaway
to the avoiderinthat theydonot wantto “rock the boat” butunlike the avoider,will certainlymake
attemptsto resolve the issue, keepingall partiesinvolvedashappyaspossible.Thisisastyle thatcan
resultinpartiesinvolvednotfeelingasif theyare beingtakenseriously,andthe accommodatormaynot
be willingtogetall partiesinvolvedtoproperlyexpresstheirreasonsfordisagreement,insteadfocusing
on makingcertainthateveryone atleastoutwardlyfeelsgoodaboutthe situation.These typesof
conflictmanagersseekawin-winsolution,butsometimesendupleavingthe conflictunresolved,and
simplyburiedbeneathafaçade of happinessthatall partiesexpressoutwards.Thisiscertainlyawayof
resolvingconflict,butperhapsnotthe mosteffective one inmyopinion,asthese issuesmayresurface
at anothertime,inan ugliermanner.The lasttwomethodsof resolvingconflict,collaborationand
comprising,are verysimilarinstructure andgoal,andmy personal favorite.If Ieverserve inacapacity

8. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
as a conflictmanager,I wouldstrive toutilizethese twomethodsforresolvingconflict,asIfeel theyare
the bestsuitedtowardsfindingawin-winsolutionforall partiesthatshouldleavethe conflicteffectively
buriedpermanently,withall partiesfeelinggoodaboutthe resolution.Conflictsresolvedinthismanner
tendto resultina greatermutual respect foreveryone involved,andcanresultina more pleasantwork
environment,betterteamdynamics,andpotentiallygreaterproductivityasaresult.The collaborator
style andthe compromisingstyle focus heavilyondiscussion,andunderstandingone another’sposition
as well asthe needsof the business.Ifeel thatthisstrategyisthe bestbecause of thisquality,the focus
on true dialogue andopencommunicationbreaksdownbarriersthatare put upby everyotherconflict
resolutionmethodmentionedthus far,andat the veryleastshouldhelpdevelopmutual respectforall
partiesinvolved.Thesestylesof conflictmanagementcansometimesresultinalose-loseresultattimes,
especiallywhenusingmore of a compromisingstyle,becauseof the heavyfocus onagreement,andthe
attemptto make all partieshappy.Thisisto be avoidedif possibleandisinmyopinionthe onlyweak
pointof thisstyle.A good conflictmanagerthatisrelyingonthiscompromisingstylewillpushforthe
win-winsolution,sothatall partiesfeel thattheirmaingoalshave beenachieved,insteadof allowingfor
all to agree that no partyshouldhave an advantage.The bestconflictmanagerswill be able touse these
twostrategiestoeffectivelymanage conflictinthe workplace allowingforanamicable resolutionforall
partiesif possible,itisclearthat thismethodrequiresthe greatestskillinmediating,asyoumustbe a
great listener,agreatcommunicator,andable to findthe middle groundbetweenthe conflictedparties.
Aside fromthe open,directconflictthispaperhasbeenprimarilyconcernedwith,there are
otherkindsof conflictthat tendto manifestitselfin the formof “problememployees.”Thesespecial
conflictcasesare oftensimilartothe personversusgroup type of conflict,andcan cause some discord
inthe workplace asa resultof theiractions.The mostcommon typesof these special conflictcasesare
the lowconformers,enviouspeople, andwhiners/complainers.There are differentmethodstohandle

9. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
each case,and these differentmethodsof handlingeachsituationare importanttowardsbeingable to
proactivelysolvethe situationbeforeitbecomesareal problemor actual issue inthe workplace.Low
conformersare oftenindividualswholooselyadheretothe companycode,rulesorregulationsandtend
to tell itlike itis.Inorder to proactivelydeal withthese typesof people,youneedtobe able tolearnto
tolerate theirhonesty,accepttheirfirmmethodof self-expression,andgive relevantpositive
reinforcementevenwhentheydon’tseemtoneedit.These proactive strategiesshouldhelptobalance
out the personalityof the overlycritical low conformer,andisnecessarytowardsminimizingthe effect
that theirconfrontational style mayhave oncoworkersandpeers. Indealingwithenviouspeople
however,aproactive andeffective conflictmanager’stacticsneedtochange todeal withthe new
situation.Enviousindividualsthatare openlyexhibitingsuchemotioninthe workplacecancause
conflictanddivisionthatisdamagingtomorale andproductivity,andcanspreadthrougha department
or divisionlikeavirus.Tohandle thissituationproactively,aconflictmanagercantake a varietyof
methodsinorderto solve the problem, dependingontheirpreferredstyle.One Imightemployinthis
situationwouldbe tobuildupthe enviousperson’sself-esteemandself worth,thisisaneasilyapplied
strategythat onlyreliesonthe conflictmanager’sabilitytoprovidepositive reinforcementinthe
workplace, potentiallynegatingthose enviousfeelingsinthe problemindividual,andreplacingthem
withprideful ones.Thisapproachcannip the probleminthe budbefore itgrowsto actuallycause real
discord.
Whinersandcomplainerswillalwaysexistineverydepartment,company,organization,you
name it (inmyopinion,manypeoplelove tocomplain).These are specialconflictcasesthatneedtobe
dealtwithintheirownright,and one effective methodof doingso thatI feel iseffective,although
uncharacteristicallyaggressive forme,wouldbe todofrequentrealitychecks.If anindividual is
constantlycomplainingorcausingotherindividualsinthe companytohave a badtime or lose

10. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
productivityasa resultof theirgripe session,itbecomespertinentto be able to realitycheckthemonit
before theyare able toramble on andon. The bestway of doingso wouldbe to phrase a questionlike
“Okay,tell me exactlywhatthe problemisandwhatyou wantme to do about it.”By forcingthe
complainerorwhinertofocuson the reason(s) fortheirwhining,andstressingthe limitsof yourpower
to change things,youcan oftencause themto lookintrospectivelyonthe issue,andcause themtobe
slightlymore self-consciousof theiroutwardlyperceivedbehavior.Typicallytheseindividualsare more
concernedwiththeirinnerthoughtsorsimplyairingtheirgrievancesaloudandmaybe unaware of how
otherpeople are beingaffectedbysuchspeech.Forcingthemtofocuson thisrealitybyposingthis
questiontothemshouldcertainlyhelpreduce the amountof complaining,andcause the office tobe
more harmoniousandproductive asa result.
In conclusion,there are severalfacetsof HumanRelationstobe aware of when
attemptingtomediate conflictinthe workplace.Asaproactive conflictmanageritisimperativetobe
able to identify the source of the problemearly,and fromthere tactful approaches thatare tailoredto
fitthe situationare necessarytowardsbeingable tonavigate all partiestowardsanamicable resolution.
Additionally,itisimportanttorealize thatnotall conflictnecessarilyhasanegative connotation,and
some individualsorsituationscanbenefitgreatfromsmall scale disagreements.Clearlygreatskill and
experience iscertainlyrequiredforaconflictmanagertobe capable of thisend,andbeingaware and
open-mindedof all the variousmethodsthatconflictcanmanifestitself inisvital towardsmanaging
conflictproactivelyaswell asminimizingthe fall outthatcan affectthe restof the companyor
department.

11. Matthew Hill Dr. Yarbrough
3301 HRDV 5/10/2016
Final Paper:Proactive ConflictManagementPlans
and StrategiesforMinimizingConflictFall Out
APA Citations:
Lamberton, L. H. and Minor, L. (2014). Human Relations Strategies for Success. 5th edition.
McGraw Hill.
Weber, L. (2014, April 9). Companies Say No to Having an HR department. Retrieved from
http://www.wsj.com/articles/SB10001424052702304819004579489603299910562
Chapter 15: Managing Conflict. (n.d.). Retrieved May 10, 2016, from http://hr.berkeley.edu/hr-
network/central-guide-managing-hr/managing-hr/interaction/conflict