We all have different views of conflict.  Some people see conflict as an opportunity for change while others try to avoid it?  Some organisations accept conflict as constructive whilst others view its existence as destructive.  The ideal method for managing conflict is determined by many factors including your skills and experience, your personal view of conflict, behaviour style or your organisations procedure for conflict resolution.

Conflict cannot always be avoided but there are a few basic tips that can be applied to help you more confidently manage and handle conflict as it arises. 

Understand the different views of conflict

Like many aspects of life, we don't all share the same views or see things the same way.  Often differences or our inability to manage differences contribute to conflict. Differences can also be seen in our view of conflict.  Some people view conflict as bad or negative and will try to avoid or act quickly to resolve or control it.  While others view conflict as functional and try to use it to explore new methods of getting things done. There may be many reasons for the way people view conflict, however remember that your view of conflict will directly impact on your behaviour and how you handle conflict situations.  Obviously the same applies with others and conflict. There is no one right way to view or to even handle conflict, but it is important to understand your view and the view of others and how they impact on the strategy adopted to get the situation resolved. 

Look for the signs of conflict

Conflict is not always loud, argumentative or obvious. Sometimes the signs of conflict can be much more subtle. Some clues to conflict can be found in crisis situations, general tension amongst people, minor misunderstandings due to poor communication or incorrect perceptions, an incident which escalates or a general feeling of discomfort which if not managed may result in tension. Some people have the ability to intuitively “feel conflict in the air”, even though they do not know the details behind the conflict. By being aware of the signs of conflict it may be possible to resolve situations sooner and more efficiently. Keep in mind that ignoring signs of conflict will not make it go away. Over time the situation generally becomes harder to handle and takes more time to manage. Constructive management of conflict is by far the most effective method of handling difficult situations.  

Understand the many causes of conflict

There can be more than one source contributing to conflict at any one time. It is generally accepted that conflict is more likely to occur within an organisation where there is a lack of task definition, diverse goals and situations where groups or departments are dependent on one another to complete a task. Highly organised companies with well-established rules and regulations tend to have lower levels of conflict because the direction is clearer and there is less ambiguity. Formalisation however does not completely remove conflict as other personal factors contribute to the existence of conflict. 

Understand that conflict can be an opportunity for change

While we seldom like the emotional feeling of conflict it can be a catalyst for change. According to Robert Bolton in his book People Skills, “conflict ..can prevent stagnation, stimulate interest and curiosity, and foster creativity.” While Stephen Robbins and Neil Barnwell, introduce the Conflict-Survival Model in “Organisation Theory in Australia” to explain that organisations completely content with themselves and conflict free lack internal forces to initiate change. 

The Conflict Survival Model

Conflict  » Change » Adaptation » Survival 

This model can be applied to individuals as people who are unable to adapt to change often find themselves in a cycle of conflict. This model also reinforces the importance of managing conflict very carefully and to consider personal differences and individual behaviours when making changes within your organisation or personal life. It appears that individual and organisational survival are often mutually dependant. 

Understand that some conflict can be functional

According to Stephen Robbins an organisation's outcomes and effectiveness will be low if the levels of conflict are too high, too low or dysfunctional.  Dysfunctional conflict is characterised by an organisation which is stagnant, non responsive to change, or where relationships are disruptive,  chaotic or unco-operative.  Often dysfunctional conflict is pathological and is engrained within an organisation. 
Conversely organisational effectiveness will be high if levels of conflict are functional meaning the organisation is viable, self critical or innovative.  These organisations adapt well to conflict and change and often find innovative ways to survive in the market place. Functional conflict supports the goals of the group or organisation and over time improves performance outcomes. 

Adopt a WIN/WIN approach to solving conflict

There are many conflict handling techniques and strategies available that can be used to deal with difficult situations. All techniques have different aims and objectives. One of the most widely accepted is based on the Win/Win approach. Known as Collaborative Problem Solving, this approach is where the parties involved in the conflict aim to satisfy each others issues or concerns and to come up with a solution advantageous to all. This technique takes time, practice and  a commitment to ensure the outcomes achieved are mutually beneficial.  

Check out our Collaborative Problem Solving [pdf].

References:

Stephen Robbins and Neil Barnwell “Organisation Theory in Australia” Prentice Hall: 1989.

Robert Bolton “People Skills” Simon and Schuster, Australia, 1986.  

Stephen Robbins “Organisational Behaviour, Concepts, Controversies and Application”, Fifth Edition, Prentice Hall Inc 1991.