This document discusses resolving conflict in the workplace. It defines different types of conflict, such as functional vs. dysfunctional and content vs. values conflicts. It also outlines sources of conflict, such as differences in ideas, values, self-perception, or institutional policies. The document then recommends strategies for analyzing conflicts, including understanding all parties and issues involved. It presents approaches to resolving conflicts, such as win-lose, lose-lose, or win-win solutions. Finally, it provides tips for managing specific personality types that may be involved in conflicts, as well as proactive strategies like boosting self-esteem and clear communication.

1. Resolving Conflict
Eric Vanderburg
Human Relations – Eric Vanderburg ©2005

2. Conflict
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One person has or soon will damage
something another person cares about
Functional (constructive)
Dysfunctional (destructive)
Inner Conflict
Person vs. Person conflict
Intragroup conflict
Person vs. Group
Human Relations – Eric Vanderburg ©2005

3. Conflict
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Type A - differences of ideas, thoughts,
objectives or perspective. End result of
conflict is better understanding of objectives
or better communication.
Type B - very personal, gets emotional,
and attacks person or personal
characteristics. Conflict increases when
participants respond in kind
Human Relations – Eric Vanderburg ©2005

4. Sources of Conflict
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Content Conflict
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Values Conflict
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Solution: tolerate, listen, communicate
Negotiation of selves conflict
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Rightness of ideas
Solution: Get another source
Self definition difficulty
Solution: Build a positive self concept
Institutionalized conflict
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Resource competition
Solution: Revise organizational policies
Human Relations – Eric Vanderburg ©2005

5. Content Conflict
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Concerning Meaning
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Job description
Statement
Project scope
Creator should be found if possible
Concerning Existence
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Common disputes (UFOs, Legendary monsters,
Unproven theories)
Search for irrefutable evidence (document,
photo, witness)
Human Relations – Eric Vanderburg ©2005

6. Values Conflict
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Disagreement stemming from a
difference in beliefs or values
Communicate your values or beliefs
and how your opinion comes out of
those
Listen to others
Tolerate
Human Relations – Eric Vanderburg ©2005

7. Negotiation of selves conflict
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Difference in the way a person is
viewed
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See others differently than you see
yourself. They do the same to you.
Power & Authority
Ability
Personality
Obligations & Responsibility
Human Relations – Eric Vanderburg ©2005

8. Institutionalized Conflict
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Caused because of an element of an
organization
Procedures
Company values vs. Societal values
Human Relations – Eric Vanderburg ©2005

9. Analyzing Conflict
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Understand People
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Issues
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Everyone on the same page
Dealing with same facts
Where is the conflict heading?
Time
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Number of people involved
Troublemakers
Is immediate resolution necessary?
Are there benefits from delay? One-sided?
Tie-ins
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Related to other disputes
Who will be affected by the conflict
Human Relations – Eric Vanderburg ©2005

10. Solutions
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Win-Lose
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Lose-Lose
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One side comes out on top, one is unhappy
Democracy
Individual decision is made
Both sides lose something, both unhappy
Compromise
May not solve underlying causes – conflict repeats
Win-Win
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Both sides get what they want
Understand needs and value of issues on both sides
Satisfy as many needs on both sides as possible
Human Relations – Eric Vanderburg ©2005

11. Conflict Management Types
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Win-lose – confrontational, assertive, must
win
Problem-Solver – looks at both parties’
needs, assertive, cooperative (Win-Win)
Compromiser – wants good relationships
and basic goal attainment
Avoider – nonconfrontational, ignores &
denies issues
Accommodator – agreeable, cooperate so
much that own goals are lost
Human Relations – Eric Vanderburg ©2005

12. Conflict Resolution Strategies
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Clarify Interests
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Build relationships
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Bring main interests to light
Find commonality
Bring relationships back to state they were
without the conflict
Generate options
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Both sides participate
Brainstorm
Mutually beneficial solutions are encouraced
Human Relations – Eric Vanderburg ©2005

13. Conflict Resolution Strategies
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Legitimate solutions
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Communicate
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Both give up same amount
Be fair in everything
Discuss viewpoints
Bring out assumptions
See that both sides listen
Wise commitments
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Realistic
No future conflict in sight
Human Relations – Eric Vanderburg ©2005

14. Low conformers
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Creative people
Think & work differently
Working with them
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Tolerate honesty
Accept firm behavior
Support them when criticized
Accept their independence
Don’t try to get them to conform
Human Relations – Eric Vanderburg ©2005

15. Envious people
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Avoid conflict
Discuss the envy
Don’t discuss things that could cause
envy
Talk to a superior – see if they notice it
also
Build their self esteem
Human Relations – Eric Vanderburg ©2005

16. Complainers
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Listen and ask for their solution
Ask for purpose
Ask for specifics rather than vague
terms like unfair
Enact consequences
Human Relations – Eric Vanderburg ©2005

17. Passive people
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Ask open ended questions
Allow dead space until question is
answered
Explain disappointment or perceived
meaning when silence is received
Specify time limits
Human Relations – Eric Vanderburg ©2005

18. Win-Win Solutions
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Remove emotions – clarify point and ask
that emotions be put aside or express
reasons for feelings
Agree on group rules made by both parties
Clarify positions
Look at needs of both sides
Develop alternatives – brainstorm without
idea judgment
Human Relations – Eric Vanderburg ©2005

19. Being Proactive
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Boost self esteem of others
Work toward common goals
Communicate
Human Relations – Eric Vanderburg ©2005