The material in this presentation is adapted from: Furlong, G. T. (2005). The conflict resolution toolbox: Models & maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.

1. 1
Conflict Resolution
Tools for Analyzing, Diagnosing, and Resolving Organization Conflict
David J. Williamson, PhD, PMP, MCTS
April 9, 2013

2. 2
Sources
•The material in this presentation is adapted from: Furlong, G. T. (2005). The conflict resolution toolbox: Models & maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.

3. 3
The Story so Far
Characters
•Bob: BA II (12 years)
•Diane: BA II (1 year)
•Sally: Manager (2 mos)
Act 1
•Sally wants to change the project management processes
•There are complaints
•A new PM methodology is coming
Act 2
•One of the BA II positions is upgraded to BA III
•The BA III position is posted
•Bob and Diane both apply
•Diane gets it
Act 3
•Bob complains
•Sally and the PMO Director have a confrontation: problems with the search
•The BA III position is re-posted
•Diane gets it again
Act 4
•Bob’s performance suffers; he starts coming in late
•Diane has issues with Bob, complains to Sally, confronts Bob
•Bob says he has no issues with Diane, just with Sally—she chose Diane because she is a woman; alleges discrimination, begins “militant compliance”
•Bob files a formal harassment complaint against Diane

4. 4
Case Summary
What are the Issues?
What can we do about them?

5. 5
Case Summary
What are the Issues?
What can we do about them?
New manager
Fear of process changes
Conflict over position posting
Bob’s expectations
Bob’s attitude
Sally and PMO director
Problems with search
Bob’s performance
Diane complaining
Bob triangulating
Bob’s harassment complaint

6. 6
Conflict Resolution Tools: Models
1: Circle of Conflict
2: Triangle of Satisfaction
3: Boundary Model
4: Interests / Rights / Power
5: Dynamics of Trust
6: Dimensions of Conflict
7: Social Styles

7. 7
Model 1: Circle of Conflict
Relationships
•Negative past experiences
•Stereotypes
•Poor communication
•Negative behavior patterns
Values
•Belief systems
•Right and wrong
•Good and evil
•Just and unjust
External / Moods
•Psychological or physiological factors
•Unrelated factors
•Bad hair day
Data
•Lack of information
•Misinformation
•Too much information
•Data collection issues
Structure
•Limited resources (time, money)
•Authority issues
•Geographical constraints
•Organizational structures
Relationships
(Interests)
Structure
Data
Externals/
Moods
Values

8. 8
Circle of Conflict Strategy: Focus below the Line
Data Strategies
Structure Strategies
Interests Strategies
•Each party explains, challenges, corrects data
•Identify and challenge assumptions
•Jointly gather data both parties accept
•Jointly assess data
•Identify structural issues
•Brainstorm solutions jointly
•Negotiate an agreement process
•Negotiate participants
•Renegotiate priorities
•Brainstorm ways to maximize resources
•Identify the full range of interests
•Focus on common interests
•Look for solutions that maximize interests
•Trade low priority interests for high priority interests
More sources of conflict:
•Values vs. Data
•Structure vs. Relationship
Getting Stuck:
•Values
•Relationships
•Externals/Mood

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Model 2: Triangle of Satisfaction
Strategies
• Focus on common interests
• Work the different types differently
– Results: Solve
– Process: Negotiate ongoing
– Emotion: Never solved
• Move around the triangle
– Process solutions to results impasse
– Results or process solutions to
emotional/psychological impasse
– Psychological solutions to results or
process impasse
– Process solutions to emotional impasse
EMOTION
(Psychological)

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Triangle of Satisfaction Strategy: Interests
Results
Process
Psychological
•Brainstorm ideas
•Jointly problem-solve
•Develop options
•Exchange value
•Compromise
•Bargain, trade
•Negotiate the process
•Include new participants
•Think beyond content
•Look for objective standards
•Ensure transparency and fairness
•Emphasize balance and inclusiveness
•Keep a future/solution focus
•Don’t solve feelings
•Don’t minimize or dismiss feelings
•Make them just as important as other issues
•Listen, acknowledge, validate
•Don’t judge: accept and work through them
•Focus on future relationship
•Process interventions for Results issues
•Results or Process interventions for Psychological issues
•Psychological interventions for Process issues
Try these:

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Model 5: Dynamics of Trust
TRUST
EVENT
Situation
Attribution
Intrinsic Nature
Attribution
Intentional/Hostile
Attribution
Cause:
Circumstances
Motives:
Good, OK
Cause:
Personal nature
Motives:
Good, OK, Negative
Cause:
Intentional Harm, “Evil”
Motives:
Negative, Hostile, Hurtful

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Dynamics of Trust: Strategies
•Focus on procedural trust, not interpersonal trust
•Attributional retraining
Procedural Trust
Confidence-Building Measures
Increased Trust
•Monitoring
•Third party help
•Mutual deterrence
•Risk/reward analysis
•Independent verification
•Unilateral steps to show good faith
•Reciprocation
•Gradual increase in trust
•Taking risks
•Fulfilling commitments
•History of trustworthiness
•Takes time

13. 13
Models: When to Use?
Model
Advantages
Disadvantages
1: Circle of Conflict
2: Triangle of Satisfaction
5: Dynamics of Trust

14. 14
Thanks, Q&A, Contact Info
David J. Williamson, PhD, PMP AAP: david.williamson@advance-auto.com
Office: 540-561-3251
LinkedIn: www.linkedin.com/in/davidjwilliamson/
Walden University: david.williamson2@waldenu.edu
Colorado State University – Global Campus: david.williamson@csuglobal.edu