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106 Conflict Resolution Essay Topic Ideas & Examples

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Conflict resolution is an essential skill that plays a crucial role in various aspects of our lives. Whether it is in personal relationships, the workplace, or even on a global scale, conflicts are inevitable. However, it is how we address and resolve these conflicts that determines the outcome and impact they have on our lives and the world around us.

Writing an essay on conflict resolution can provide a deeper understanding of this skill and its significance. To help you get started, here are 106 conflict resolution essay topic ideas and examples:

• The importance of conflict resolution in personal relationships.
• Conflict resolution techniques used in international diplomacy.
• The role of empathy in conflict resolution.
• Conflict resolution strategies for parents and children.
• The impact of unresolved conflicts on mental health.
• Conflict resolution in the workplace: best practices.
• The role of effective communication in resolving conflicts.
• Conflict resolution in multicultural societies.
• The influence of gender on conflict resolution.
• Conflict resolution and negotiation skills in business.
• The role of compromise in resolving conflicts.
• Conflict resolution in online communities.
• The impact of conflict resolution on organizational productivity.
• Conflict resolution and its effect on community building.
• The role of forgiveness in conflict resolution.
• Conflict resolution in educational settings.
• Conflict resolution in the criminal justice system.
• The impact of cultural differences on conflict resolution.
• Conflict resolution in the healthcare industry.
• Conflict resolution in sports teams.
• Conflict resolution and human rights.
• The role of power dynamics in conflict resolution.
• Conflict resolution and social media.
• The impact of conflict resolution on economic development.
• Conflict resolution in environmental disputes.
• Conflict resolution and international cooperation.
• The role of mediation in conflict resolution.
• Conflict resolution in the family business.
• The impact of conflict resolution on personal growth.
• Conflict resolution and social justice.
• Conflict resolution and restorative justice.
• The role of negotiation in conflict resolution.
• Conflict resolution in political campaigns.
• The impact of conflict resolution on romantic relationships.
• Conflict resolution in the classroom.
• Conflict resolution and conflict prevention.
• The role of compromise in international conflicts.
• Conflict resolution and the media.
• Conflict resolution in the digital age.
• The impact of conflict resolution on community engagement.
• Conflict resolution and public policy.
• Conflict resolution and mental health stigma.
• The role of leadership in conflict resolution.
• Conflict resolution in the family court system.
• Conflict resolution and peacebuilding.
• The impact of conflict resolution on employee satisfaction.
• Conflict resolution in the nonprofit sector.
• Conflict resolution and social inequality.
• The role of trust in conflict resolution.
• Conflict resolution in the music industry.
• Conflict resolution in urban planning.
• The impact of conflict resolution on interpersonal relationships.
• Conflict resolution in the military.
• Conflict resolution and workplace diversity.
• The role of emotions in conflict resolution.
• Conflict resolution and environmental conservation.
• Conflict resolution in international trade disputes.
• Conflict resolution and community policing.
• The impact of conflict resolution on team dynamics.
• Conflict resolution in diplomatic negotiations.
• Conflict resolution and conflict transformation.
• The role of dialogue in conflict resolution.
• Conflict resolution and social change.
• Conflict resolution in healthcare teams.
• Conflict resolution and human rights violations.
• The impact of conflict resolution on organizational culture.
• Conflict resolution in online gaming communities.
• Conflict resolution and the justice system.
• The role of compromise in interpersonal conflicts.
• Conflict resolution and urban development.
• Conflict resolution in the tech industry.
• The impact of conflict resolution on workplace communication.
• Conflict resolution and gender equality.
• Conflict resolution in community organizations.
• Conflict resolution and sustainable development.
• The role of active listening in conflict resolution.
• Conflict resolution in international peacekeeping missions.
• Conflict resolution and social entrepreneurship.
• The impact of conflict resolution on employee well-being.
• Conflict resolution in the film industry.
• Conflict resolution and environmental justice.
• The role of negotiation in interpersonal conflicts.
• Conflict resolution in public health emergencies.
• Conflict resolution and poverty reduction.
• Conflict resolution in online dating.
• The impact of conflict resolution on family dynamics.
• Conflict resolution and international human rights law.
• Conflict resolution and workplace ethics.
• The role of compromise in political conflicts.
• Conflict resolution in the fashion industry.
• Conflict resolution and sustainable agriculture.
• Conflict resolution in international aid organizations.
• The impact of conflict resolution on organizational effectiveness.
• Conflict resolution in online marketing campaigns.
• Conflict resolution and racial justice.
• The role of empathy in interpersonal conflicts.
• Conflict resolution in disaster response efforts.
• Conflict resolution and social media activism.
• The impact of conflict resolution on team performance.
• Conflict resolution in international business transactions.
• Conflict resolution and sustainable tourism.
• Conflict resolution in humanitarian interventions.
• The role of compromise in environmental conflicts.
• Conflict resolution and sustainable energy.
• Conflict resolution in international sports competitions.
• The impact of conflict resolution on community empowerment.

These essay topics cover a wide range of areas where conflict resolution plays a significant role. Whether you are interested in personal relationships, international affairs, or social justice, there is a topic that suits your interests. Remember to conduct thorough research and provide examples to support your arguments. Good luck with your essay!

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What is Conflict Resolution, and How Does It Work?

How to manage conflict at work through conflict resolution.

By Katie Shonk — on December 19th, 2023 / Conflict Resolution

If you work with others, sooner or later you will almost inevitably face the need for conflict resolution. You may need to mediate a dispute between two members of your department. Or you may find yourself angered by something a colleague reportedly said about you in a meeting. Or you may need to engage in conflict resolution with a client over a missed deadline. In organizations, conflict is inevitable, and good conflict management tools are essential.

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What is conflict resolution, and how can you use it to settle disputes in your workplace?

Conflict resolution can be defined as the informal or formal process that two or more parties use to find a peaceful solution to their dispute.

A number of common cognitive and emotional traps, many of them unconscious, can exacerbate conflict and contribute to the need for conflict resolution:

• Self-serving fairness interpretations. Rather than deciding what’s fair from a position of neutrality, we interpret what would be most fair to us, then justify this preference on the bases of fairness. For example, department heads are likely to each think they deserve the lion’s share of the annual budget. Disagreements about what’s fairlead to clashes.

• Overconfidence. We tend to be overconfident in our judgments, a tendency that leads us to unrealistic expectations. Disputants are likely to be overconfident about their odds of winning a lawsuit, for instance, an error that can lead them to shun a negotiated settlement that would save them time and money.

• Escalation of commitment. Whether negotiators are dealing with a labor strike, a merger, or an argument with a colleague, they are likely to irrationally escalate their commitment to their chosen course of action, long after it has proven useful. We desperately try to recoup our past investments in a dispute (such as money spent on legal fees), failing to recognize that such “sunk costs” should play no role in our decisions about the future.

• Conflict avoidance. Because negative emotions cause us discomfort and distress, we may try to tamp them down, hoping that our feelings will dissipate with time. In fact, conflict tends to become more entrenched, and parties have a greater need for conflict resolution when they avoid dealing with their strong emotions.

Given these and other pitfalls, how can you set up a constructive conflict resolution process when dealing with conflict at work and other realms? Conflicts can be resolved in a variety of ways, including negotiation, mediation, arbitration, and litigation.

• Negotiation. In conflict resolution, you can and should draw on the same principles of collaborative negotiation that you use in dealmaking. For example, you should aim to explore the interests underlying parties’ positions, such as a desire to resolve a dispute without attracting negative publicity or to repair a damaged business relationship. In addition, determine your best alternative to a negotiated agreement , or BATNA —what you will do if you fail to reach an agreement, such as finding a new partner or filing a lawsuit. By brainstorming options and looking for tradeoffs across issues, you may be able to negotiate a satisfactory outcome to your dispute without the aid of outside parties.

• Mediation. In mediation, disputants enlist a trained, neutral third party to help them come to a consensus. Rather than imposing a solution, a professional mediator encourages disputants to explore the interests underlying their positions. Working with parties both together and separately, mediators seek to help them discover a resolution that is sustainable, voluntary, and nonbinding.

• Arbitration. In arbitration, which can resemble a court trial, a neutral third party serves as a judge who makes decisions to end the dispute. The arbitrator listens to the arguments and evidence presented by each side, then renders a binding and often confidential decision. Although disputants typically cannot appeal an arbitrator’s decision, they can negotiate most aspects of the arbitration process, including whether lawyers will be present and which standards of evidence will be used.

• Litigation. In civil litigation, a defendant and a plaintiff face off before either a judge or a judge and jury, who weigh the evidence and make a ruling. Information presented in hearings and trials usually enters the public record. Lawyers typically dominate litigation, which often ends in a negotiated settlement during the pretrial period.

In general, it makes sense to start off less-expensive, less-formal conflict resolution procedures, such as negotiation and mediation, before making the larger commitments of money and time that arbitration and litigation often demand. Conflict-resolution training can further enhance your ability to negotiate satisfactory resolutions to your disputes.

What conflict resolution methods have you tried before? Leave us a comment.

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No Responses to “What is Conflict Resolution, and How Does It Work?”

4 responses to “what is conflict resolution, and how does it work”.

Conflict resolution arise due to dispute between two parties involved in any trade , it can be solved with fair negotiation or through Mediator or through arbitrator or through litigation.

Wondful work keep up pls.

Conflict resolution is way of settling misundestanding between two or more bodies on a matter through dialog.

Conflict Resolution can also be defined as a strong will and determination to create solution to a misunderstanding between two or more parties

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Home — Essay Samples — Business — Conflict Management — Effective Conflict Management Strategies

Effective Conflict Management Strategies

• Categories: Conflict Management

About this sample

Words: 672 |

Published: Jan 31, 2024

Words: 672 | Page: 1 | 4 min read

Table of contents

Introduction, definition and types of conflicts, importance of effective conflict management, strategies and techniques in conflict management, evaluating the effectiveness of conflict management strategies, a. collaborative problem-solving, b. compromise and negotiation, c. mediation and third-party intervention.

• Level of satisfaction and agreement of all parties involved
• Reduction of tension and escalation of conflict
• Creativity and flexibility in generating solutions
• Long-term sustainability of the resolution
• Diamond, L. (2013). Democracy's Fourth Wave? Digital Media and the Arab Spring. Oxford University Press.
• Ding, C., & Liu, Y. (2016). A review on tuition-free higher education: Opportunity for developing countries to transform tertiary education. International Journal of Educational Development, 48, 22-30.
• Druckman, D. (2000). Negotiation: From theory to practice. Journal of Social Issues, 56(1), 43-55.

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How to Resolve Conflict Without Violence: Building Peaceful Communities

Table of contents, the role of communication, the power of empathy, the role of mediation, seeking compromise.

• Wilmot, W. W., & Hocker, J. L. (2018). Interpersonal Conflict. McGraw-Hill Education.
• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• Katz, N., & Lawyer, S. (2007). The mediation of conflict. Routledge.
• Decety, J., & Jackson, P. L. (2006). A social-neuroscience perspective on empathy. Current Directions in Psychological Science, 15(2), 54-58.
• Stewart, C. (2015). Facilitation at a Glance!: Your Pocket Guide to Facilitation. Lulu Press, Inc.

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What is conflict?

Causes of conflict in a relationship, how do you respond to conflict, conflict resolution, stress, and emotions, core skill 1: quick stress relief, core skill 2: emotional awareness, nonverbal communication and conflict resolution, more tips for managing and resolving conflict, conflict resolution skills.

Whatever the cause of disagreements and disputes at home or work, these skills can help you resolve conflict in a constructive way and keep your relationships strong and growing.

Conflict is a normal part of any healthy relationship. After all, two people can’t be expected to agree on everything, all the time. The key is not to fear or try to avoid conflict but to learn how to resolve it in a healthy way.

When conflict is mismanaged, it can cause great harm to a relationship, but when handled in a respectful, positive way, conflict provides an opportunity to strengthen the bond between two people. Whether you’re experiencing conflict at home, work, or school, learning these skills can help you resolve differences in a healthy way and build stronger, more rewarding relationships.

Conflict 101

• A conflict is more than just a disagreement. It is a situation in which one or both parties perceive a threat (whether or not the threat is real).
• Conflicts continue to fester when ignored. Because conflicts involve perceived threats to our well-being and survival, they stay with us until we face and resolve them.
• We respond to conflicts based on our perceptions of the situation, not necessarily to an objective review of the facts. Our perceptions are influenced by our life experiences, culture, values, and beliefs.
• Conflicts trigger strong emotions. If you aren’t comfortable with your emotions or able to manage them in times of stress, you won’t be able to resolve conflict successfully.
• Conflicts are an opportunity for growth. When you’re able to resolve conflict in a relationship, it builds trust. You can feel secure knowing your relationship can survive challenges and disagreements.

Conflict arises from differences, both large and small. It occurs whenever people disagree over their values, motivations, perceptions, ideas, or desires. Sometimes these differences appear trivial, but when a conflict triggers strong feelings, a deep personal need is often at the core of the problem. These needs can range from the need to feel safe and secure or respected and valued, to the need for greater closeness and intimacy.

Think about the opposing needs of a toddler and a parent. The child’s need is to explore, so venturing to the street or the cliff edge meets that need. But the parent’s need is to protect the child’s safety, a need that can only be met by limiting the toddler’s exploration. Since these needs are at odds, conflict arises.

The needs of each party play an important role in the long-term success of a relationship. Each deserves respect and consideration. In personal relationships, a lack of understanding about differing needs can result in distance, arguments, and break-ups. In the workplace, differing needs can result in broken deals, decreased profits, and lost jobs.

[Read: Tips for Building a Healthy Relationship]

When you can recognize conflicting needs and are willing to examine them with compassion and understanding, it can lead to creative problem solving, team building, and stronger relationships.

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Do you fear conflict or avoid it at all costs? If your perception of conflict comes from painful memories from early childhood or previous unhealthy relationships, you may expect all disagreements to end badly. You may view conflict as demoralizing, humiliating, or something to fear. If your early life experiences left you feeling powerless or out of control, conflict may even be traumatizing for you.

If you’re afraid of conflict, it can become a self-fulfilling prophecy. When you enter a conflict situation already feeling threatened, it’s tough to deal with the problem at hand in a healthy way. Instead, you’re more likely to either shut down or blow up in anger.

Healthy and unhealthy ways of managing and resolving conflict

Conflict triggers strong emotions and can lead to hurt feelings, disappointment, and discomfort. When handled in an unhealthy manner, it can cause irreparable rifts, resentments, and break-ups. But when conflict is resolved in a healthy way, it increases your understanding of the other person, builds trust, and strengthens your relationships.

If you are out of touch with your feelings or so stressed that you can only pay attention to a limited number of emotions, you won’t be able to understand your own needs. This will make it hard to communicate with others and establish what’s really troubling you. For example, couples often argue about petty differences—the way she hangs the towels, the way he slurps his soup—rather than what is  really bothering them.

The ability to successfully resolve conflict depends on your ability to:

• Manage stress quickly while remaining alert and calm. By staying calm, you can accurately read and interpret verbal and nonverbal communication.
• Control your emotions and behavior. When you’re in control of your emotions, you can communicate your needs without threatening, intimidating, or punishing others.
• Pay attention to the  feelings being expressed as well as the spoken words of others.
• Be aware of and respect differences. By avoiding disrespectful words and actions, you can almost always resolve a problem faster.

To successfully resolve a conflict, you need to learn and practice two core skills:

• Quick stress relief: the ability to quickly relieve stress in the moment.
• Emotional awareness: the ability to remain comfortable enough with your emotions to react in constructive ways, even in the midst of a perceived attack.

Being able to manage and relieve stress in the moment is the key to staying balanced, focused, and in control, no matter what challenges you face. If you don’t know how to stay centered and in control of yourself, you will become overwhelmed in conflict situations and unable to respond in healthy ways.

Psychologist Connie Lillas uses a driving analogy to describe the three most common ways people respond when they’re overwhelmed by stress:

Foot on the gas. An angry or agitated stress response. You’re heated, keyed up, overly emotional, and unable to sit still.

Foot on the brake. A withdrawn or depressed stress response. You shut down, space out, and show very little energy or emotion.

Foot on both gas and brake. A tense and frozen stress response. You “freeze” under pressure and can’t do anything. You look paralyzed, but under the surface you’re extremely agitated.

How stress affects conflict resolution

Stress interferes with the ability to resolve conflict by limiting your ability to:

• Accurately read another person’s body language .
• Hear what someone is really saying.
• Be aware of your own feelings.
• Be in touch with your own, deep-rooted needs.
• Communicate your needs clearly.

Is stress a problem for you?

You may be so used to feeling stressed that you’re not even aware you  are stressed. Stress may pose a problem in your life if you identify with the following:

• You often feel tense or tight somewhere in your body.
• You’re not aware of movement in your chest or stomach when you breathe.
• Conflict absorbs your time and attention.

Learn how to manage stress in the moment

One of the most reliable ways to rapidly reduce stress is by engaging one or more of your senses—sight, sound, taste, smell, touch—or through movement. You could squeeze a stress ball, smell a relaxing scent, taste a soothing cup of tea, or look at a treasured photograph. We all tend to respond differently to sensory input, often depending on how we respond to stress, so take some time to find things that are soothing to you. Read: Quick Stress Relief .

Emotional awareness is the key to understanding yourself and others. If you don’t know how or why you feel a certain way, you won’t be able to communicate effectively or resolve disagreements.

[Read: Improving Emotional Intelligence]

Although knowing your own feelings may sound simple, many people ignore or try to sedate strong emotions like anger, sadness, and fear. Your ability to handle conflict, however, depends on being connected to these feelings. If you’re afraid of strong emotions or if you insist on finding solutions that are strictly rational, your ability to face and resolve differences will be limited.

Why emotional awareness is a key factor in resolving conflict

Emotional awareness—the consciousness of your  moment-to-moment emotional experience—and the ability to manage all of your feelings appropriately, is the basis of a communication process that can resolve conflict.

Emotional awareness helps you to:

• Understand what is really troubling other people
• Understand yourself, including what is really troubling you
• Stay motivated until the conflict is resolved
• Communicate clearly and effectively
• Interest and influence others

Assessing your level of emotional awareness

The following quiz helps you assess your level of emotional awareness. Answer the following questions with:  almost never, occasionally, often, very often, or  almost always . There are no right or wrong responses, only the opportunity to become better acquainted with your emotional responses.

What kind of relationship do you have with your emotions?

• Do you experience feelings that flow, encountering one emotion after another as your experiences change from moment to moment?
• Are your emotions accompanied by physical sensations that you experience in places like your stomach or chest?
• Do you experience distinct feelings and emotions, such as anger, sadness, fear, and joy, which are evident in different facial expressions?
• Can you experience intense feelings that are strong enough to capture both your own attention and that of others?
• Do you pay attention to your emotions? Do they factor into your decision-making?

If any of these experiences are unfamiliar, your emotions may be “turned” down or even off. In either case, you may need help developing your emotional awareness. You can do this by using Helpguide’s free Emotional Intelligence Toolkit.

When people are in the middle of a conflict, the words they use rarely convey the issues at the heart of the problem. But by paying close attention to the other person’s nonverbal signals or “body language,” such as facial expressions, posture, gestures, and tone of voice, you can better understand what the person is really saying. This will allow you to respond in a way that builds trust, and gets to the root of the problem.

[Read: Nonverbal Communication and Body Language]

Your ability to accurately read another person depends on your own emotional awareness. The more aware you are of your own emotions, the easier it will be for you to pick up on the wordless clues that reveal what others are feeling. Think about what you are transmitting to others during conflict, and if what you say matches your body language. If you say “I’m fine,” but you clench your teeth and look away, then your body is clearly signaling you are anything but “fine.” A calm tone of voice, a reassuring touch, or an interested facial expression can go a long way toward relaxing a tense exchange.

You can ensure that the process of managing and resolving conflict is as positive as possible by sticking to the following guidelines:

Listen for what is felt as well as said. When you really listen, you connect more deeply to your own needs and emotions, and to those of other people. Listening also strengthens, informs, and makes it easier for others to hear you when it’s your turn to speak.

Make conflict resolution the priority rather than winning or “being right.” Maintaining and strengthening the relationship, rather than “winning” the argument, should always be your first priority. Be respectful of the other person and their viewpoint.

Focus on the present. If you’re holding on to grudges based on past conflicts, your ability to see the reality of the current situation will be impaired. Rather than looking to the past and assigning blame, focus on what you can do in the here-and-now to solve the problem.

Pick your battles. Conflicts can be draining, so it’s important to consider whether the issue is really worth your time and energy. Maybe you don’t want to surrender a parking space if you’ve been circling for 15 minutes, but if there are dozens of empty spots, arguing over a single space isn’t worth it.

Be willing to forgive. Resolving conflict is impossible if you’re unwilling or unable to forgive others. Resolution lies in releasing the urge to punish, which can serve only to deplete and drain your life.

Know when to let something go. If you can’t come to an agreement, agree to disagree. It takes two people to keep an argument going. If a conflict is going nowhere, you can choose to disengage and move on.

Using humor in conflict resolution

You can avoid many confrontations and resolve arguments and disagreements by communicating in a humorous way . Humor can help you say things that might otherwise be difficult to express without offending someone. However, it’s important that you laugh with the other person, not at them. When humor and play are used to reduce tension and anger, reframe problems, and put the situation into perspective, the conflict can actually become an opportunity for greater connection and intimacy.

More Information

• CR Kit - Covers causes of conflict, different conflict styles, and fair fighting guidelines to help you positively resolve disagreements. (Conflict Resolution Network)
• 12 Skills Summary - A 12-step conflict resolution training kit. (Conflict Resolution Network)
• Effective Communication - The art of listening in conflict resolution. (University of Maryland)
• 10.3 Causes and Outcomes of Conflict – Organizational Behavior . (n.d.). Retrieved May 25, 2022, from Link
• Başoğul, C., & Özgür, G. (2016). Role of Emotional Intelligence in Conflict Management Strategies of Nurses. Asian Nursing Research , 10(3), 228–233. Link
• Corcoran, Kathleen O’Connell, and Brent Mallinckrodt. “Adult Attachment, Self-Efficacy, Perspective Taking, and Conflict Resolution.” Journal of Counseling & Development 78, no. 4 (2000): 473–83. Link
• Yarnell, Lisa M., and Kristin D. Neff. “Self-Compassion, Interpersonal Conflict Resolutions, and Well-Being.” Self and Identity 12, no. 2 (March 1, 2013): 146–59. Link
• Tucker, Corinna Jenkins, Susan M. Mchale, and Ann C. Crouter. “Conflict Resolution: Links with Adolescents’ Family Relationships and Individual Well-Being.” Journal of Family Issues 24, no. 6 (September 1, 2003): 715–36. Link

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How to Write an Essay on Conflict

How to Write a Motif Paper

In both real life and in fiction, conflict describes an enduring struggle between two opposing forces. Whether you're watching a cartoon or reading a serious literary tome, conflict is a key component of plot. Writing an essay on conflict requires a focus, clarity, and an understanding of the different types of conflict presented in a story.

Identify the Type of Conflict

While most people think of conflict as a fight between two characters, it can be categorized as internal or external or both. Conflict can present itself in four primary ways: externally, as man versus man, man versus society, or man versus nature and internally, as man versus self, as exemplified by the tragic struggle of Shakespeare’s Hamlet trying to avenge his father’s murder.

Find Supporting Evidence

Whether you’re analyzing a piece of literature or a clash between two nations, you’ll first need to identity the two opposing forces that comprise your central argument, and then find evidence to support your claim. For example, if your central conflict is man versus nature – think Sebastian Junger’s “The Perfect Storm” – you’ll want to find specific examples of where the sea rises up against the sailors. As with any analytical essay, analyzing conflicts requires you to look for specific quotes, phrases or parts of dialogue that reinforce your position.

Draft Your Thesis

Once you've figured out your protagonist and antagonist and the type of conflict to address in your essay, narrow your focus and write a concise thesis statement that states the central conflict you plan to address. For example, If you’re analyzing “man versus society” in your essay, such as when Atticus Finch fights against a racist society in “To Kill a Mockingbird,” you could state, "In 'To Kill a Mockingbird,' Harper Lee uses Atticus Finch’s defense of Tom Robinson to both illustrate and combat the rampant racism that has infected his Southern town." Your thesis statement will provide you with a road map for the rest of your paper and will help you decide upon the main points of your paper. Your thesis should be the very last sentence in your introduction.

Start Writing

Once you’ve found your examples and written your thesis, write your first draft. Remember to start your essay with a “hook” – a question, a quote, or a statistic, for example that will introduce the conflict you’ll be analyzing. Start each body paragraph with a topic sentence that states a main point, and then support that point with three or four of your examples from your initial research. Repeat this process for each remaining body paragraph. Within the body of the paper, address whether the conflict was resolved, and how. In your conclusion, summarize your main points and restate -- but don’t repeat verbatim -- your thesis.

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Jennifer Brozak earned her state teaching certificate in Secondary English and Communications from St. Vincent College in Latrobe, Pa., and her bachelor's degree in journalism from the University of Pittsburgh. A former high school English teacher, Jennifer enjoys writing articles about parenting and education and has contributed to Reader's Digest, Mamapedia, Shmoop and more.

Essays About Conflict in Life: Top 5 Examples and Prompts

Conflict is a broad and gripping topic, but most struggle to write about it. See our top essays about conflict in life examples and prompts to start your piece.

Conflict occurs when two people with different opinions, feelings, and behaviours disagree. It’s a common occurrence that we can observe wherever and whenever we are. Although conflicts usually imply negative aspects, they also have benefits such as stronger relationships and better communication.

To aid you in your paper, here are five examples to familiarize you with the subject: 

1. Useful Notes On 4 Major Types Of Conflicts (Motivational Conflict) By Raghavendra Pras

2. encountering conflict by julius gregory, 3. complete guide to understanding conflict and conflict resolution by prasanna, 4. analysis of personal conflict experience by anonymous on gradesfixer, 5. personal conflict resolving skills essay by anonymous on ivypanda, 1. conflict: what is and how to avoid it, 2. conflicts in our everyday lives, 3. review on movies or books about conflicts, 4. actions and conflicts , 5. conflicts at home, 6. conflicts that changed my life, 7. my personal experience in covert conflict, 8. cascading conflicts, 9. how does conflict in life benefit you, 10. the importance of conflict management.

“Conflict… results when two or more motives drive behaviour towards incompatible goals.”

Pras regards conflict as a source of frustration with four types. Experimental psychologists identified them as approach-approach, avoidance-avoidance, approach-avoidance, and multiple approach-avoidance. He discusses each through his essay and uses theoretical analysis with real-life examples to make it easier for the readers to understand.

“The nature of conflict shows that conflict can either push people away or bring them into having a closer, more comfortable relationship.”

The main points of Gregory’s essay are the typical causes and effects of conflicts. He talks about how people should not avoid conflicts in their life and instead solve them to learn and grow. However, he’s also aware that no matter if a dispute is big or small, it can lead to severe consequences when it’s wrongly dealt with. He also cites real-life events to prove his points. At the end of the essay, he acknowledges that one can’t wholly avoid conflict because it’s part of human nature.

“…it is important to remember that regardless of the situation, it is always possible to resolve a conflict in some constructive or meaningful way.”

To help the reader understand conflict and resolutions, Prasanna includes the types, causes, difficulties, and people’s reactions to it. She shows how broad conflict is by detailing each section. From simple misunderstandings to bad faith, the conflict has varying results that ultimately depend on the individuals involved in the situation. Prasanna ends the essay by saying that conflict is a part of life that everyone will have to go through, no matter the relationship they have with others. 

“I also now understand that trying to keep someone’s feelings from getting hurt might not always be the best option during a conflict.”

To analyze how conflict impacts lives, the author shares his personal experience. He refers to an ex-friend, Luke, as someone who most of their circle doesn’t like because of his personality. The author shares their arguments, such as when Luke wasn’t invited to a party and how they tried to protect his feelings by not telling Luke people didn’t want him to be there. Instead, they caved, and Luke was allowed to the gathering. However, Luke realized he wasn’t accepted at the party, and many were uncomfortable around him.

The essay further narrates that it was a mistake not to be honest from the beginning. Ultimately, the writer states that he would immediately tell someone the truth rather than make matters worse.

“To me if life did not have challenges and difficult circumstances we were never going to know the strength that we have in us.”

The essay delves into the writer’s conflicts concerning their personal feelings and professional boundaries. The author narrates how they initially had a good relationship with a senior until they filed for a leave. Naturally, they didn’t expect the coworker to lie and bring the situation to their committee. However, the author handled it instead of showing anger by respecting their relationship with the senior, controlling their emotion, and communicating properly.

10 Helpful Prompts On Essays About Conflict in Life

Below are easy writing prompts to use for your essay:

Define what constitutes a conflict and present cases to make it easier for the readers to imagine. To further engage your audience, give them imaginary situations where they can choose how to react and include the results of these reactions. 

If writing this prompt sounds like a lot of work, make it simple. Write a 5-paragraph essay instead.

There are several types of conflict that a person experiences throughout their life. First, discuss simple conflicts you observe around you. For example, the cashier misunderstands an order, your mom forgets to buy groceries, or you have clashing class schedules. 

Pick a movie or book and summarize its plot. Share your thoughts regarding how the piece tackles the conflicts and if you agree with the characters’ decisions. Try the 1985 movie The Heavenly Kid , directed by Cary Medoway, or Where the Conflict Really Lies: Science, Religion, and Naturalism by philosopher Alvin Plantinga.

In this essay, describe how actions can lead to conflict and how specific actions can make a conflict worse. Make your essay interesting by presenting various characters and letting them react differently to a particular conflict.

For example, Character A responds by being angry and making the situation worse. Meanwhile, Character B immediately solves the discord by respectfully asking others for their reasons. Through your essay, you’ll help your readers realize how actions significantly affect conflicts. You’ll also be able to clearly explain what conflicts are.

Your home is where you first learn how to handle conflicts, making it easier for your readers to relate to you. In your essay, tell a story of when you quarreled with a relative and how you worked it out.  For instance, you may have a petty fight with your sibling because you don’t want to share a toy. Then, share what your parents asked you to do and what you learned from your dispute.

If there are simple conflicts with no serious consequences, there are also severe ones that can impact individuals in the long run. Talk about it through your essay if you’re comfortable sharing a personal experience. For example, if your parents’ conflict ended in divorce, recount what it made you feel and how it affected your life.

Covert conflict occurs when two individuals have differences but do not openly discuss them. Have you experienced living or being with someone who avoids expressing their genuine feelings and emotions towards you or something? Write about it, what happened, and how the both of you resolved it.

Some results of cascading conflict are wars and revolutions. The underlying issues stem from a problem with a simple solution but will affect many aspects of the culture or community. For this prompt, pick a relevant historical happening. For instance, you can talk about King Henry VIII’s demand to divorce his first wife and how it changed the course of England’s royal bloodline and nobles.

People avoid conflict as much as possible because of its harmful effects, such as stress and fights. In this prompt, focus on its positive side. Discuss the pros of engaging in disputes, such as having better communication and developing your listening and people skills.

Explain what conflict management is and expound on its critical uses. Start by relaying a situation and then applying conflict resolution techniques. For example, you can talk about a team with difficulties making a united decision. To solve this conflict, the members should share their ideas and ensure everyone is allowed to speak and be heard.

Here are more essay writing tips to help you with your essay.

Maria Caballero is a freelance writer who has been writing since high school. She believes that to be a writer doesn't only refer to excellent syntax and semantics but also knowing how to weave words together to communicate to any reader effectively.

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Article contents

Conflict management.

• Patricia Elgoibar , Patricia Elgoibar University of Barcelona
• Martin Euwema Martin Euwema Katholieke Universiteit Leuven
•  and  Lourdes Munduate Lourdes Munduate University of Seville
• https://doi.org/10.1093/acrefore/9780190236557.013.5
• Published online: 28 June 2017

Conflicts are part of nature and certainly part of human relations, between individuals, as well as within and between groups. Conflicts occur in every domain of life: family, work, and society, local and global. Conflict management, therefore, is an essential competency for each person. People differ largely in their emotional and behavioral responses to conflict and need to learn how to behave effectively in different conflict situations. This requires a contingency approach, first assessing the conflict situation, and then choosing a strategy, matching the goals of the party. In most situations, fostering cooperative relations will be most beneficial; however, this is also most challenging. Therefore, constructive conflict management strategies, including trust building and methods of constructive controversy, are emphasized. Conflict management, however, is broader than the interaction of the conflicting parties. Third-party interventions are an essential element of constructive conflict management, particularly the assessment of which parties are intervening in what ways at what escalation stage.

• cooperation
• competition
• conflict behavior
• conglomerate conflict behavior
• constructive conflict management
• conflict resolution strategies

Definition of Conflict

Conflicts are part of nature, and certainly part of human relations. People experience conflict with other persons, in teams or in groups, as well as between larger entities, departments, organizations, communities, and countries. Conflicts appear at home, at work, and in our spare-time activities with friends, with people we love and with people we hate, as well as with our superiors and with our subordinates and coworkers. Parties need to accept conflicts as part of life dynamics and learn to deal with them effectively and efficiently. Conflict management refers to the way we manage incompatible actions with others, where others can be a person or a group.

Conflict is a component of interpersonal interactions; it is neither inevitable nor intrinsically bad, but it is commonplace (Coleman, Deutsch, & Marcus, 2014 ; Schellenberg, 1996 ). In the 20th century , Lewin ( 1935 ) concluded that an intrinsic state of tension motivates group members to move toward the accomplishment of their desired common goals. Later on, Parker Follett ( 1941 ) explored the constructive side of conflict and defined conflict as the appearance of difference, difference of opinions or difference of interests. Deutsch ( 1949 ) developed this line of thought and analyzed the relation between the way group members believe their goals are related and their interactions and relationships.

A common definition of conflict argues that there is a conflict between two (or more) parties (individuals or groups) if at least one of them is offended, or feels bothered by the other (Van de Vliert, 1997 ; Wall & Callister, 1995 ). Traditionally, conflict has been defined as opposing interests involving scarce resources and goal divergence and frustration (Pondy, 1967 ). However, Deutsch ( 1973 ) defined conflict as incompatible activities: one person's actions interfere, obstruct, or in some way get in the way of another's action. Tjosvold, Wan, and Tang ( 2016 ) proposed that defining conflict as incompatible actions is a much stronger foundation than defining conflict as opposing interests, because conflicts also can occur when people have common goals (i.e., they may disagree about the best means to achieve their common goals). The key contribution of Deutsch’s ( 1973 ) proposal is that incompatible activities occur in both compatible and incompatible goal contexts. Whether the protagonists believe their goals are cooperative or competitive very much affects their expectations, interaction, and outcomes as they approach conflict (Tjosvold et al., 2016 ).

Characteristics of Conflict

Euwema and Giebels ( 2017 ) highlighted some key elements of conflict.

Conflict implies dependence and interdependence. Parties rely to some extent on the other parties to realize their goals (Kaufman, Elgoibar, & Borbely, 2016 ). This interdependence can be positive (a cooperative context), negative (a competitive context), or mixed. Positive interdependence is strongly related to cooperative conflict behaviors, while negative interdependence triggers competitive behaviors (Johnson & Johnson, 2005 ). Interdependence also reflects the power difference between parties. A short-term contractor on a low-paid job usually is much more dependent on the employer than vice versa. Many conflicts, however, can be seen as “mixed motive” situations.

Conflicts are mostly mixed motive situations because parties have simultaneous motives to cooperate and motives to compete. Parties are, on the one hand, dependent on each other to realize their goal, and, on the other hand, they are at the same time competitors. For example, two colleagues on a team are cooperating for the same team result; however, there is competition for the role as project leader. In a soccer team, the players have a team goal of working together to win, but they can be competing to be the top scorer. The mixed motive structure is very important to understand conflict dynamics. When conflicts arise, the competitive aspects become more salient, and the cooperative structure often is perceived less by parties. Interventions to solve conflict, therefore, are often related to these perceptions and the underlying structures.

Conflict is a psychological experience. Conflict is by definition a personal and subjective experience, as each individual can perceive and manage the same conflict in a different manner. Conflict doesn’t necessarily have an objective basis (Van de Vliert, 1997 ). It depends on the perception of the specific situation, and the perception is by definition subjective and personal.

Conflict concerns cognitive and affective tension. When someone perceives blocked goals and disagreements, he or she can also, although not necessarily, feel fear or anger. Many authors consider that conflict is emotionally charged (Nair, 2007 ; Pondy, 1967 ; Sinaceur, Adam, Van Kleef, & Galinky, 2013 ), although the emotion doesn’t need to be labeled necessarily as a negative emotion. Some people actually enjoy conflict. Emotional experiences in conflict are also scripted by cultural, historical, and personal influences (Lindner, 2014 ).

Conflict can be unidirectional. One party can feel frustrated or thwarted by the other while the second party is hardly aware of, and doesn’t perceive the same reality of, the conflict.

Conflict is a process. Conflict is a dynamic process that does not appear suddenly, but takes some time to develop and passes through several stages (Spaho, 2013 ). Conflict is the process resulting from the tension in interpersonal interactions or between team members because of real or perceived differences (De Dreu & Weingart, 2003 ; Thomas, 1992 ; Wall & Callister, 1995 ).

Type of Conflict: Task, Process, and Relationship Conflict

Early conflict and organizational research concluded that conflict interferes with team performance and reduces satisfaction due to an increase in tension and distraction from the objective (Brown, 1983 ; Hackman & Morris, 1975 ; Pondy, 1967 ; Wall & Callister, 1995 ). Jehn ( 1995 ) differentiated between task and relational conflict, and later also included process conflict (De Wit, Greer, & Jehn, 2012 ). Task conflict refers to different opinions on content (Jehn & Mannix, 2001 ). Examples of task conflict are conflict about distribution of resources, about procedures and policies, and judgment and interpretation of facts (De Dreu & Weingart, 2003 ). Process conflict refers to how tasks should be accomplished (Jehn, Greer, Levine, & Szulanski, 2008 ). Examples are disagreements about logistic and delegation issues (Jehn et al., 2008 ). Finally, relationship conflict refers to “interpersonal incompatibility” (Jehn, 1995 , p. 257). Examples of relationship conflict are conflict about personal taste, political preferences, values, and interpersonal style (De Dreu & Weingart, 2003 ). All three types of conflict—task, process, and personal (relational) conflicts—are usually disruptive, especially personal conflict, which is highly disruptive (De Dreu & Weingart, 2003 ; Jehn, 1995 , 1997 ). A review and meta-analysis by De Wit et al. ( 2012 ) showed that, under specific conditions, task conflict can be productive for teams. Moreover, conflict can wreck a team’s efforts to share information and reach a consensus (Amason & Schweiger, 1994 ). Therefore, research supporting the benefit of task and relationship conflict is not conclusive and each situation varies. What seems to be clear is that managing conflict efficiently to avoid escalation is a priority for teams.

Conflict Behavior, Conflict Management, and Conflict Resolution

Conflict behavior, conflict management, and conflict resolution are different layers of a conflict process and therefore should be distinguished. Conflict behavior is any behavioral response to the experience of frustration, while conflict management is the deliberate action to deal with conflictive situations, both to prevent or to escalate them. Also, conflict management is differentiated from conflict resolution, which is specific action aimed to end a conflict.

Conflict Behavior

Conflict behavior is the behavioral response to the experience of conflict (Van de Vliert et al., 1995 ). Conflict behavior is defined as one party’s reaction to the perception that one’s own and the other party’s current aspiration cannot be achieved simultaneously (Deutsch, 1973 ; Pruitt, 1981 ; Rubin, Pruitt, & Kim, 1994 ). It is both what people experiencing conflict intend to do, as well as what they actually do (De Dreu, Evers, Beersma, Kluwer, & Nauta, 2001 ; Van de Vliert, 1997 ). In conflict situations people often respond primarily, following their emotions, more or less conscientiously.

Many factors affect how people respond to the experience of conflict. Social psychology shows the processes are largely unconscious (Wilson, 2004 ). For example, how people respond to intimidating behavior by their supervisor might be primarily influenced by the context and individual perception, as well as previous relations with persons in authority, including parents and teachers (Gelfand & Brett, 2004 ; Van Kleef & Cote, 2007 ). These natural behavioral responses are also referred to as “conflict styles.” They are rooted in our personality and can differ in context. Some people will naturally respond by being friendly and accommodating, where others will start arguing or fighting (Barbuto, Phipps, & Xu, 2010 ; Kilmann & Thomas, 1977 ; Van Kleef & Cote, 2007 ).

Conflict behavior becomes more effective once we are more aware of our natural tendencies and are also able not to act upon them, and instead to show flexibility in behavioral approaches. This is where conflict behavior becomes conflict management. Therefore, one can be a naturally highly accommodating person who will spontaneously give in to others who make demands, but one will be more effective after learning to assess the situation at hand and to carefully decide on a response, which might be quite different from the natural or spontaneous reaction.

Dual-Concern Model

The dual-concern model holds that the way in which parties handle conflicts can de described and is determined by two concerns: concern for self (own interests) and concern for others (relational interests) (Blake & Mouton, 1964 ; Pruitt & Rubin, 1986 ; Rahim, 1983 ; Thomas, 1992 ; Van de Vliert, 1999 ) (see Figure 1 ). Usually, the two concerns define five different conflict behaviors: forcing, avoiding, accommodating, compromising, and problem solving or integrating. These behaviors are studied at the level of general personal conflict styles, closely connected to personality, as well as at the level of strategies and tactics (Euwema & Giebels, 2017 ).

The different conflict styles have been studied intensively, with three approaches. A normative approach, wherein integrating (also known as problem solving) is seen as the preferred behavior for conflict resolution; a contingency approach, exploring conditions under which each of the behaviors is most appropriate; and a conglomerate approach, focusing on a combination of the behaviors (see “ Conglomerate Conflict Behavior ”).

Figure 1. Dual-concern model.

In forcing, one party aims to achieve his or her goal by imposing a solution onto the other party. Concern for one’s own interests and own vision is what matters. There is little attention and care for the interests and needs of the other party, or the relationship with the other (Euwema & Giebels, 2017 ). This style is appropriate when the outcome is important for one party but trivial to the opponent, or when fast decision making is necessary. It becomes inappropriate when issues are complex, when both parties are equally powerful, when the outcome is not worth the effort for one party, or when there is enough time to make a collective decision. Moreover, forcing decisions can seriously damage a relationship and contribute to bullying in the workplace (Baillien, Bollen, Euwema, & De Witte, 2014 ); however, normative forcing, which is referring to rules and imposing them, can be effective (De Dreu, 2005 ). Note that some alternative terms that have been used for forcing in the literature are competitive , contending , or adversarial behavior .

With avoiding, one party aims to stay out of any confrontation with the other. This behavior prevents efforts to yield, to negotiate constructively, or to compete for one’s own gains. The conflict issue receives little attention, usually because the avoiding party thinks he or she won’t gain from entering into the conflict (Euwema & Giebels, 2017 ; Van de Vliert, 1997 ). Avoiding may be used when the benefits of resolving the conflict are not worth confronting the other party, especially when the problem is trivial or minor; when no good solutions are available for now; or when time is needed (Van Erp et al., 2011 ). An important motive for avoiding also is to prevent loss of face and to maintain the relationship. This is particularly true in collectivistic cultures, particularly in Asian societies (Oetzel et al., 2001 ). Avoiding is inappropriate when the issues are important to a party, when the parties cannot wait, or when immediate action is required (Rahim, 2002 ). Rubin, Pruitt, and Kim ( 1994 ) distinguished between long-term avoidance, which is a permanent move to leave the conflict, and short-term avoidance, defined as temporary inaction.

Accommodating

Accommodating is giving in or going along with the ideas, wishes, and needs of the other party. Accommodating usually is the result of a low concern for one’s own conflictive interests combined with a high concern for the interests and needs of the other party. Giving in often is related to a strong need for harmony and a sensitivity to the needs of the other. Accommodation is useful when a party is not familiar with the issues involved in the conflict, when the opponent is right, when the issue is much more important to the other party, and in order to build or maintain a long-term relationship, in exchange for future consideration when needed. Giving in also can be an educational strategy, giving space to the other to find out what the effect will be. Accommodating is less appropriate when the issue is of great concern, when accommodation creates frustration, or when accommodation reinforces dynamics of exploitation (Spaho, 2013 ). Note that an alternative term for this concept that can be found in the literature is yielding .

Compromising

Compromising involves searching for a middle ground, with an eye on both one’s own interest and the interest of the other. The premise is that both parties must find a middle ground where everyone receives equal consideration, meaning that each party makes some concession (Van de Vliert, 1997 ). Compromising is appropriate when a balance of forces exists and the goals of parties are mutually exclusive (Buddhodev, 2011 ). Compromise leads to a democratic solution; however, it may prevent arriving at a creative solution to the problem and a limited effort to increase resources before distributing them (Spaho, 2013 ).

Problem Solving or Integrating

Problem solving is a win–win strategy aimed at “optimizing rather than satisfying the parties” (Van de Vliert, 1997 , p. 36). Great value is attached to one’s own interests and vision, but also a lot of attention is given to the needs, ideas, and interests of the other. One looks for open and creative solutions that meet both interests. Problem solving or integrating is useful in dealing with complex issues, and it allows both parties to share skills, information, and other resources to redefine the problem and formulate alternative solutions. It is, however, inappropriate when the task is simple or trivial, and when there is no time. Also, it is more difficult to develop when the other party does not have experience in problem solving or when the parties are unconcerned about the outcomes (Pruitt & Rubin, 1986 ). Note that some alternative terms that can be found in the literature for this concept are cooperation and collaboration .

The dual-concern model is used as a contingency model, describing which conflict behaviors are used best under what conditions (Van de Vliert et al., 1997 ), and also as a normative model, promoting integrating behaviors as the most effective style, particularly when it comes to joined outcomes and long-term effectiveness. Forcing, in contrast, is often described as a noncooperative behavior, with risk of escalated and unilateral outcomes (Blake & Mouton, 1964 ; Burke, 1970 ; Deutsch, 1973 ; Fisher & Ury, 1981 ; Pruitt & Rubin, 1986 ; Rahim, 2010 ; Thomas, 1992 ). As a result, authors define forcing and integrating as two opposed behavioral approaches (Tjosvold, Morishima, & Belsheim, 1999 ). Following this model, many scholars during the 1970s and 1980s proposed that individuals use a single behavior in conflict, or that the behaviors should be seen as independent. Therefore, the antecedents and effects of different conflict behaviors are often analyzed separately (Tjosvold, 1997 ; Volkema & Bergmann, 2001 ). However, parties usually try to achieve personal outcomes, and try to reach mutual agreements by combining several behaviors in a conflict episode (Van de Vliert, 1997 ). This is the basic assumption of the conglomerate conflict behavior (CCB) theory (Van de Vliert, Euwema, & Huismans, 1995 ), which established that conflict behaviors are used in a compatible manner, sequentially or simultaneously.

Conglomerate Conflict Behavior (CCB)

In the dual-concern model, a contrast is made between forcing (contending with an adversary in a direct way) and integrating (reconciling the parties’ basic interests) as two opposed behavioral approaches (Tjosvold et al., 1999 ). However, the CCB framework assumes that individual reactions to conflict typically are complex and consist of multiple components of behavior (Van de Vliert, 1997 , Van de Vliert et al., 1995 ). The CCB theory covers the idea that behavioral components may occur simultaneously or sequentially and that the combination drives toward effectiveness (Euwema & Van Emmerik, 2007 ; Medina & Benitez, 2011 ). The theory has been supported in studies analyzing conflict management effectiveness in different contexts, such as in managerial behavior (Munduate, Ganaza, Peiro, & Euwema, 1999 ), in military peacekeeping (Euwema & Van Emmerik, 2007 ) and by worker representatives in organizations (Elgoibar, 2013 ).

The main reason that people combine different behaviors is because conflicts are often mixed-motive situations (Euwema, Van de Vliert, & Bakker, 2003 ; Euwema & Van Emmerik, 2007 ; Walton & McKersie, 1965 ). Mixed-motive situations are described as situations that pose a conflict between securing immediate benefits through competition, and pursuing benefits for oneself and others through cooperation with other people (Komorita & Parks, 1995 ; Sheldon & Fishbach, 2011 ). Therefore, a person's behavior in a conflict episode is viewed as a combination of some of the five forms of conflict behaviors. An example of sequential complex behavior is to first put the demands clearly (forcing), followed by integrating (searching for mutual gains, and expanding the pie), and finally compromising, where distributive issues are dealt with in a fair way. An example of serial complexity can be found in multi-issue conflict, when for some issues conflict can be avoided, while for high priorities, demands are put on the table in a forcing way. Another CCB pattern is the conglomeration of accommodating and forcing. This pattern is sometimes referred to as “logrolling” (Van de Vliert, 1997 , p. 35), and it is a classic part of integrative strategies, to maximize the outcomes for both parties. Logrolling behavior consists of accommodating the high-concern issues of the other party and forcing one’s own high-concern issues. This approach is usually helpful in multi-issue trade negotiations; however, it requires openness of both parties to acknowledging key interests.

How to Explore Your Tendency in Conflict

The most famous and popular conflict behavior questionnaires are:

MODE (Management of Differences Exercise). MODE, developed in 1974 by Thomas and Killman, presents 30 choices between two options representing different conflict styles.

ROCI (Rahim's Organizational Conflict Inventory). The ROCI is a list of 28 items that measures the five styles of conflict behavior described.

Dutch Test of Conflict Handling. This list of 20 items measures the degree of preference for the five styles (Van de Vliert & Euwema, 1994 ; De Dreu et al., 2001 , 2005 ). It has been validated internationally.

Conflict management is deliberate action to deal with conflictive situations, either to prevent or to escalate them. Unlike conflict behavior, conflict management encompasses cognitive responses to conflict situations, which can vary from highly competitive to highly cooperative. Conflict management does not necessarily involve avoidance, reduction, or termination of conflict. It involves designing effective strategies to minimize the dysfunctions of conflict and to enhance the constructive functions of conflict in order to improve team and organizational effectiveness (Rahim, 2002 ).

Conflicts are not necessarily destructive (De Dreu & Gelfand, 2008 ; Euwema, Munduate, Elgoibar, Pender, & Garcia, 2015 ), and research has shown that constructive conflict management is possible (Coleman, Deutsch, & Marcus, 2014 ). The benefits of conflict are much more likely to arise when conflicts are discussed openly, and when discussion skillfully promotes new ideas and generates creative insights and agreements (Coleman et al., 2014 ; De Dreu & Gelfand, 2008 ; Euwema et al., 2015 ; Tjosvold, Won, & Chen, 2014 ). To make a constructive experience from conflict, conflict needs to be managed effectively.

Deutsch’s classic theory of competition and cooperation describes the antecedents and consequences of parties’ cooperative or competitive orientations and allows insights into what can give rise to constructive or destructive conflict processes (Deutsch, 1973 , 2002 ). The core of the theory is the perceived interdependence of the parties, so that the extent that protagonists believe that their goals are cooperative (positively related) or competitive (negatively related) affects their interaction and thus the outcomes. Positive interdependence promotes openness, cooperative relations, and integrative problem solving. Perceived negative interdependence on the other hand, induces more distance and less openness, and promotes competitive behavior, resulting in distributive bargaining or win–lose outcomes (Tjosvold et al., 2014 ).

Whether the protagonists believe their goals are cooperative or competitive very much affects their expectations, interactions, and outcomes. If parties perceive that they can reach their goals only if the other party also reaches their goals, the goal interdependence is positively perceived and therefore parties will have higher concern for the other’s goals and manage the conflict cooperatively (De Dreu et al., 2001 ; Tjosvold et al., 2014 ). On the contrary, if one party perceives that they can reach their goals only if the other party fails to obtain their goals, the interdependence becomes negatively perceived and the approach to conflict becomes competitive (Tjosvold et al., 2014 ). Goals can also be independent; in that case, conflict can be avoided (the parties don’t need to obstruct each other’s goals to be successful). Therefore, how parties perceive their goals’ interdependence affects how they negotiate conflict and whether the conflict is constructively or destructively managed (Alper et al., 2000 ; Deutsch, 1973 ; Johnson & Johnson, 1989 ; Tjosvold, 2008 ).

Successfully managing conflict cooperatively requires intellectual, emotional, and relational capabilities in order to share information, to contribute to value creation, and to discuss differences constructively (Fisher & Ury, 1981 ; Tjosvold et al., 2014 ). In contrast, a competitive-destructive process leads to material losses and dissatisfaction, worsening relations between parties, and negative psychological effects on at least one party—the loser of a win–lose context (Deutsch, 2014 ).

Deutsch’s theory proposes that emphasizing cooperative goals in conflict by demonstrating a commitment to pursue mutually beneficial solutions creates high-quality resolutions and relationships, while focusing on competitive interests by pursuing one’s own goals at the expense of the other’s escalates conflict, resulting in imposed solutions and suspicious relationships (Tjosvold et al., 2014 ).

In summary, Deutsch’s theory states that the context in which the conflict process is expressed drives parties toward either a cooperative or a competitive orientation in conflicts (Alper et al., 2000 ; Deutsch, 2006 ; Johnson & Johnson, 1989 ). In other words, a cooperative context is related to a cooperative conflict pattern, and a competitive context is related to a competitive conflict pattern. When parties have a cooperative orientation toward conflict, parties discuss their differences with the objective of clarifying them and attempting to find a solution that is satisfactory to both parties—both parties win (Carnevale & Pruitt, 1992 ). On the contrary, in competition, there is usually a winner and a loser (Carnevale & Pruitt, 1992 ) (see Table 1 ). In the CCB model, the patterns can include cooperative (i.e., integrating) and competitive (i.e. forcing) behavior; however, the cooperative pattern will be dominated by integrating while the competitive pattern will be dominated by forcing (Elgoibar, 2013 ).

Table 1. Characteristics of Cooperative and Competitive Climates

Source : Coleman, Deutsch, and Marcus ( 2014 ).

How to Manage Conflicts Constructively

The need for trust.

Trust is commonly defined as a belief or expectation about others’ benevolent motives during a social interaction (Holmes & Rempel, 1989 ; Rousseau et al., 1998 ). Mutual trust is one important antecedent as well as a consequence of cooperation in conflicts (Deutsch, 1983 ; Ferrin, Bligh, & Kohles, 2008 ). As Nahapiet and Ghoshal pointed out, “Trust lubricates cooperation, and cooperation itself breeds trust” ( 1998 , p.255). There is ample evidence that constructive conflict and trust are tightly and positively related (Hempel, Zhang, & Tjosvold, 2009 ; Bijlsma & Koopman, 2003 ; Lewicki, Tonlinson, & Gillespie, 2006 ).

Successful constructive conflict management requires maximal gathering and exchange of information in order to identify problems and areas of mutual concern, to search for alternatives, to assess their implications, and to achieve openness about preferences in selecting optimal solutions (Bacon & Blyton, 2007 ; Johnson & Johnson, 1989 ; Tjosvold, 1999 ). Trust gives parties the confidence to be open with each other, knowing that the shared information won’t be used against them (Zaheer & Zaheer, 2006 ). Various studies revealed that trust leads to constructive conglomerate behaviors and to more integrative outcomes in interpersonal and intergroup conflicts (Lewicki, Elgoibar, & Euwema, 2016 ; Lewicki, McAllister, & Bies, 1998 ; Ross & LaCroix, 1996 ).

How can trust be promoted? Developing trust is challenging (Gunia, Brett, & Nandkeolyar, 2014 ; Hempel et al., 2009 ). Numerous scholars have noted that trust is easier to destroy than to create (Hempel et al., 2009 ; Meyerson et al., 1996 ). There are two main reasons for this assertion. First, trust-breaking events are often more visible and noticeable than positive trust-building actions (Kramer, 1999 ). Second, trust-breaking events are judged to have a higher impact on trust judgments than positive events (Slovic, 1993 ). Furthermore, Slovic ( 1993 ) concluded that trust-breaking events are more credible than sources of good news. Thus, the general belief is that trust is easier to destroy than it is to build, and trust rebuilding may take even longer than it took to create the original level of trust (Lewicki et al., 2016 ).

However, there is room for optimism, and different strategies have been shown to promote trust. As held in social exchange theory (Blau, 1964 ), risk taking by one party in supporting the other party has been found to signal trust to the other party (Serva et al., 2005 ). Yet, fears of exploitation make trust in conflict management and negotiation scarce. Therefore, the use of trust-promoting strategies depends on the specific situation, and parties need practical guidance on how and when to manage conflict constructively by means of promoting mutual trust.

How does the possibility of trust development between parties depend on the conflict context? Based on this practical question, some strategies for trust development have been proposed (Fisher & Ury, 1981 ; Fulmer & Gelfand, 2012 ; Gunia, Brett, & Nandkeolyar, 2012 ; Lewicki et al., 2016 ). In relationships where trust is likely, the following strategies can help: assume trustworthiness, prioritize your interests and give away a little information about them, engage in reciprocity (concessions), highlight similarities and spend time together, get to know your counterpart personally and try to be likable, behave consistently and predictably, and paraphrase your counterpart’s positions. In relationships where trust seems possible: emphasize common goals; focus on the subject, not on the people; look to the future and find a shared vision; mix questions and answers about interests and priorities—the fundamental elements of information sharing—with making and justifying offers; take a break; suggest another approach; call in a mediator; and forgive the other party’s mistakes. In relationships where trust is not possible, more cautious strategies can help: make multi-issue offers; think holistically about your counterpart’s interests; engage in reciprocity (concessions); express sympathy, apologize, or compliment your counterpart; and look for preference patterns in your counterpart’s offers and responses.

Constructive Controversy

C onstructive controversy is defined as the open-minded discussion of conflicting perspectives for mutual benefit, which occurs when protagonists express their opposing ideas that obstruct resolving the issues, at least temporarily (Tjosvold et al., 2014 ). Indicators of constructive controversy include listening carefully to each other’s opinion, trying to understand each other’s concerns, and using opposing views to understand the problem better. These skills are considered vitally important for developing and implementing cooperative problem-solving processes successfully and effectively.

Deutsch ( 2014 ) stated that there haven’t been many systematic discussions of the skills involved in constructive solutions to conflict, and he proposed three main types of skills for constructive conflict management:

Rapport-building skills are involved in establishing effective relationships between parties (such as breaking the ice; reducing fears, tensions, and suspicion; overcoming resistance to negotiation; and fostering realistic hope and optimism).

Cooperative conflict-resolution skills are concerned with developing and maintaining a cooperative conflict resolution process among the parties involved (such as identifying the type of conflict in which the parties are involved; reframing the issues so that conflict is perceived as a mutual problem to be resolved cooperatively; active listening and responsive communication; distinguishing between effective relationships between parties and positions; encouraging, supporting, and enhancing the parties; being alert to cultural differences and the possibilities of misunderstanding arising from them; and controlling anger).

Group process and decision-making skills are involved in developing a creative and productive process (such as monitoring progress toward group goals; eliciting, clarifying, coordinating, summarizing, and integrating the contributions of the various participants; and maintaining group cohesion).

Tjosvold et al. ( 2014 ) and Johnson et al. ( 2014 ) also elaborate on the skills needed for facilitating open-minded discussions and constructive controversy. They developed four mutually reinforcing strategies for managing conflict constructively:

Developing and expressing one’s own view. Parties need to know what each of the others wants and believes, and expressing one’s own needs, feelings, and ideas is essential to gaining that knowledge. By strengthening expression of their own positions, both parties can learn to investigate their position, present the best case they can for it, defend it vigorously, and try at the same time to refute opposing views. However, expressing one’s own position needs to be supplemented with an open-minded approach to the other’s position.

Questioning and understanding others’ views. Listening and understanding opposing views, as well as defending one’s own views, makes discussing conflicts more challenging but also more rewarding; therefore, the parties can point out weaknesses in each other’s arguments to encourage better development and expression of positions by finding more evidence and strengthening their reasoning.

Integrating and creating solutions. The creation of new alternatives lays the foundation for genuine agreements about a solution that both parties can accept and implement. However, protagonists may have to engage in repeated discussion to reach an agreement, or indeed they may be unable to create a solution that is mutually acceptable, and then they can both learn to become less adamant, to exchange views directly, and to show that they are trying to understand and integrate each other’s ideas so that all may benefit.

Agreeing to and implementing solutions. Parties can learn to seek the best reasoned judgment, instead of focusing on “winning”; to criticize ideas, not people; to listen and understand everyone’s position, even if they do not agree with it; to differentiate positions before trying to integrate them; and to change their minds when logically persuaded to do so.

Conflict Resolution

Conflict resolution processes are aimed at ending a conflict. So, while conflict management can also include escalation, conflict resolution searches for a way of ending the conflict. The difference between resolution and management of conflict is more than semantic (Robbins, 1978 ). Conflict resolution means reduction, elimination, or termination of conflict.

To find a resolution, parties have to bring an extra piece of information, relate the information they have differently, or transform the issue, change the rules, change the actors or the structure, or bring in a third party (Vayrynen, 1991 ). The most popular conflict resolution processes are: negotiation, mediation, conflict coaching, and arbitration (Rahim, 2002 ). Conflict resolution can also be accomplished by ruling by authorities. Integration of the different techniques sequentially or simultaneously has been shown to support optimal conflict resolution (Jones, 2016 ).

Negotiation

Negotiation is a process in which the parties attempt to jointly create an agreement that resolves a conflict between them (Lewicki & Tomlinson, 2014 ). Walton and McKersie ( 1965 ) were the first to identify the two polar yet interdependent strategies known as distributive and integrative negotiation. Distributive negotiation means that activities are instrumental to the attainment of one party’s goals when they are in basic conflict with those of the other party. Integrative negotiation means that parties’ activities are oriented to find common or complementary interests and to solve problems confronting both parties. Other scholars also focused on the opposite tactical requirements of the two strategies, using a variety of terms, such as contending versus cooperating (Pruitt, 1981 ), claiming value versus creating value (Lax & Sebenius, 1987 ), and the difference between positions and interests (Fisher & Ury, 1981 ).

If a distributive strategy is pursued too vigorously, a negotiator may gain a greater share of gains, but of a smaller set of joint gains, or, worse, may generate an outcome in which both parties lose. However, if a negotiator pursues an integrative negotiation in a single-minded manner—being totally cooperative and giving freely accurate and credible information about his/her interests—he or she can be taken advantage of by the other party (Walton & McKersie, 1965 ). The different proposals that have been formulated to cope with these central dilemmas in negotiation are mainly based on a back-and-forth communication process between the parties, which is linked to the negotiators’ interpersonal skills (Brett, Shapiro, & Lytle, 1998 ; Fisher & Ury, 1981 ; Rubin et al., 1994 ).

Mediation is process by which a third party facilitates constructive communication among disputants, including decision making, problem solving and negotiation, in order to reach a mutually acceptable agreement (Bollen, Munduate, & Euwema, 2016 ; Goldman, Cropanzano, Stein, & Benson, 2008 ; Moore, 2014 ). Using mediation in conflict resolution has been proven to prevent the negative consequences of conflict in the workplace (Bollen & Euwema, 2010 ; Bollen et al., 2016 ), in collective bargaining (Martinez-Pecino et al., 2008 ), in inter- and intragroup relations (Jones, 2016 ), and in interpersonal relations (Herrman, 2006 ). However, mediation is not a magic bullet and works better in conflicts that are moderate rather than extreme, when parties are motivated to resolve the conflict, and when parties have equal power, among other characteristics (Kressel, 2014 ).

Conflict Coaching

Conflict coaching is a new and rapidly growing process in the public as well as private sector (Brinkert, 2016 ). In this process, a conflict coach works with a party to accomplish three goals (Jones & Brinkert, 2008 ): (a) analysis and coherent understanding of the conflict, (b) identification of a future preferred direction, and (c) skills development to implement the preferred strategy. Therefore, a conflict coach is defined as a conflict expert who respects the other party’s self-determination and aims to promote the well-being of the parties involved. Giebels and Janssen ( 2005 ) found that, when outside help was called in, parties in conflict experienced fewer negative consequences in terms of individual well-being than people who did not ask for third-party help.

Sometimes, the leader of a team can act as conflict coach. A study by Romer and colleagues ( 2012 ) showed that a workplace leader’s problem-solving approach to conflicts increased employees’ perception of justice and their sense that they had a voice in their workplace, as well as reduced employees’ stress (De Reuver & Van Woerkom, 2010 ; Romer et al., 2012 ). In contrast, the direct expression of power in the form of forcing behavior can harm employees’ well-being (Peterson & Harvey, 2009 ). A forcing leader may become an additional party to the conflict (i.e., employees may turn against their leader; Romer et al, 2012 ).

Conflict coaching and mediation are different processes. First, in conflict coaching, only one party is involved in the process, while in mediation, the mediator helps all the parties in conflict to engage in constructive interaction. Second, conflict coaching focuses on direct skills instructions to the party (i.e., negotiation skills). In that, conflict coaching is also a leadership development tool (Romer et al., 2012 ). There is a growing tendency to integrate conflict coaching and workplace mediation, particularly in preparation for conflict resolution, because the coach can help the coached party to investigate options and weigh the advantages of the different options (Jones, 2016 ).

Arbitration

Arbitration is an institutionalized procedure in which a third party provides a final and binding or voluntary decision (Lewicki, Saunders, & Barry, 2014 ; Mohr & Spekman, 1994 ). Arbitration allows the parties to have control over the process, but not over the outcomes. Therefore, arbitration differs from negotiation, mediation, and conflict coaching, in which the parties decide the agreement themselves (Posthuma & Dworkin, 2000 ; Lewicki et al., 2014 ). In arbitration, the third party listens to the parties and decides the outcome. This procedure is used mainly in conflicts between organizations, in commercial disputes, and in collective labor conflicts (Beechey, 2000 ; Elkouri & Elkouri, 1995 ).

Decision Making by Authorities

The strategies of negotiation, mediation, conflict coaching, and arbitration have in common that the parties together decide about the conflict process, even when they agree to accept an arbitration. This is different from how authorities resolve conflict. Decision making by authorities varies from parents’ intervening in children’s fights to rulings by teachers, police officers, managers, complaint officers, ombudsmen, and judges. Here, often one party complains and the authority acts to intervene and end the conflict. This strategy is good for ending physical violence and misuse of power. However, the authorities’ decisive power is limited, and therefore in most situations authorities are strongly urged to first explore the potential for conflict resolution and reconciliation among the parties involved. The authority can act as an escalator for the process, or as a facilitator, and only in cases of immediate threat can intervene or rule as a last resort. Authorities who employ this strategy can improve the learning skills of the parties and can impose upon the parties an acceptance of responsibility, both for the conflict and for the ways to end it.

It is important to emphasize the natural and positive aspects of conflict management. Conflict occurs in all areas of organizations and private lives and its management is vital for their effectiveness. Through conflict, conventional thinking is challenged, threats and opportunities are identified, and new solutions are forged (Tjosvold et al., 2014 ). Therefore, when conflict occurs, it shouldn’t be avoided but should be managed constructively.

Further Reading

• Coleman, P. , Deutsch, M. , & Marcus, E. (2014). The handbook of conflict resolution . Theory and practice . San Francisco: John Wiley & Sons.
• De Dreu, C.K.W. , Evers, A. , Beersma, B. , Kluwer, E. , & Nauta, A. (2001). A theory—based measure of conflict management strategies in the workplace. Journal of Organizational Behavior , 22 (6), 645–668.
• Elgoibar, P. , Euwema, M. , & Munduate, L. (2016). Trust building and constructive conflict management in industrial relations . Springer International.
• Lewicki, R. J. , McAllister, D. J. , & Bies, R. J. (1998). Trust and distrust: New relationship and realities. Academy of Management Review , 23 , 438–458.
• Pruitt, D. G. & Rubin, J. Z. (1986). Social conflict: Escalation, stalemate, and settlement . New York: McGraw Hill.
• Van de Vliert, E. , Euwema, M.C. , & Huismans, S.E. (1995). Managing conflict with a subordinate or a superior: Effectiveness of conglomerated behavior. Journal of Applied Psychology , 80 (2), 271–281.
• Wall, J. A. , & Callister, R. R. (1995). Conflict and its management. Journal of Management , 21 , 515–558.
• Alper, S. , Tjosvold, D. , & Law, K. S. (2000). Conflict management, efficacy, and performance in organizational teams. Personnel Psychology , 53 , 625–642.
• Amason, A. C. , & Schweiger, D. M. (1994). Resolving the paradox of conflict: Strategic decision making and organizational performance. International Journal of Conflict Management , 5 , 239–253.
• Bacon, N. , & Blyton, P. (2007). Conflict for mutual gains. Journal of Management Studies , 44 (5), 814–834.
• Baillien, E. , Bollen, K. , Euwema, M. , & De Witte, H. (2014). Conflicts and conflict management styles as precursors of workplace bullying: A two-wave longitudinal study. European Journal of Work and Organizational Psychology , 23 (4), 511–524.
• Barbuto, J. E. , Phipps, K. A. , & Xu, Y. (2010). Testing relationships between personality, conflict styles and effectiveness. International Journal of Conflict Management , 21 (4), 434–447.
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Essay on Resolving Conflicts

Students are often asked to write an essay on Resolving Conflicts in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Resolving Conflicts

Understanding conflicts.

Conflicts are disagreements or fights that happen when people have different ideas or feelings. They can happen between friends, family, or even countries. It’s important to know how to resolve conflicts to keep peace and harmony.

Listening Carefully

The first step in resolving conflicts is to listen carefully. Each person should explain their side of the story without being interrupted. By listening, we can understand the other person’s feelings and point of view.

Expressing Feelings

After listening, it’s important to express your feelings. Use “I” statements, like “I feel upset when…” instead of blaming the other person. This helps avoid more fights.

Finding a Solution

Finally, work together to find a solution. Think of different ways to solve the problem and choose the best one. It’s important to find a solution that is fair to everyone. This way, everyone feels happy at the end.

Practice Patience

Resolving conflicts takes time. Be patient and keep a cool head. Remember, it’s not about winning or losing, but about understanding each other and finding peace.

250 Words Essay on Resolving Conflicts

Conflicts or fights are a part of life. They happen when two or more people have different ideas or beliefs. It can occur at home, school, or even on the playground. It’s important to know how to solve these conflicts in a peaceful way.

Steps to Resolve Conflicts

The first step is to calm down. When we are angry, we often say things we don’t mean. So, take deep breaths and count to ten before you speak.

The second step is to understand the problem. What is the conflict about? Why is it happening? It’s important to know the answers to these questions.

The third step is to listen to each other. Each person should have a chance to speak without being interrupted. This helps everyone feel heard and respected.

Creating Solutions

Once everyone has had a chance to speak, it’s time to think of a solution. This should be something that works for everyone. It may take some time and patience, but it’s worth it in the end.

Learning from Conflicts

Conflicts can be hard, but they can also be a chance to learn and grow. They can teach us how to understand others better and how to solve problems in a peaceful way. So, the next time you find yourself in a conflict, remember these steps and try to resolve it in a peaceful way.

In conclusion, resolving conflicts is an important skill that everyone should learn. It helps us live in peace with others and makes our world a better place.

500 Words Essay on Resolving Conflicts

Understanding conflict.

Conflict is a part of life. It happens when people have different views or opinions about something. For instance, you might want to play football, but your friend wants to play basketball. That’s a conflict. It’s not bad or good; it just is. But, it’s important to know how to solve it.

Why is Conflict Resolution Important?

Think about the football and basketball situation. If you can’t solve the conflict, you might stop playing together. That’s not fun, right? So, learning how to solve conflicts helps us keep our relationships healthy. It also helps us feel better. When we solve conflicts, we feel like we’ve achieved something. We feel good about ourselves.

Now, let’s talk about how to solve conflicts. There are five steps to do this.

Step 1: Calm Down

First, you need to calm down. When we’re upset, we can’t think clearly. So, take deep breaths. If you need to, take a break and come back when you’re calm.

Step 2: Understand the Problem

Next, try to understand the problem. What’s the conflict about? Why are you upset? What does the other person want? Once you understand the problem, you can start thinking about how to solve it.

Step 3: Listen to Each Other

This step is very important. You need to listen to each other. Hear what the other person has to say. Try to understand their point of view. This shows respect and helps you understand the problem better.

Step 4: Find a Solution

Now, it’s time to find a solution. Think about different ways to solve the problem. Maybe you can play football today and basketball tomorrow. Or, maybe you can play a game that you both like. The solution should be fair to both of you.

Step 5: Agree on the Solution

Finally, you need to agree on the solution. This means that both of you are happy with it. If one person isn’t happy, then it’s not a good solution. So, keep talking until you find a solution that works for both of you.

Practice Makes Perfect

Resolving conflicts isn’t easy. It takes practice. But, the more you do it, the better you’ll get at it. And remember, it’s okay to ask for help. If you’re having a hard time solving a conflict, talk to a trusted adult. They can give you advice and help you find a solution.

In conclusion, conflict is a part of life. But, knowing how to solve it can make life a lot easier. So, remember these steps the next time you have a conflict. They can help you keep your relationships healthy and make you feel good about yourself.

That’s it! I hope the essay helped you.

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Effective Ways to Handle Conflict in the Workplace, Essay Example

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Introduction

Conflicts are an essential component of any organization’s performance. Conflicts may stem from employees’ dissatisfaction with the conditions of work, from cultural and ethnic disagreements with co-workers and managers, from unequal pay and unfair performance appraisal and even from increasing workloads and emotional difficulties/ stress. However, that organizations perceive conflicts as a source of productive change does not mean that workplace conflicts do not need effective resolution. Organizations, employees, and HR professionals should possess skills and knowledge, to resolve their conflicts effectively. Alternative conflict resolution approaches, conflict resolution policies, and conflict resolution systems are among the most reliable approaches to handling workplace conflicts; but they are gradually giving place to other, more innovative and productive conflict resolution techniques similar to Integrative Management solutions.

Workplace conflicts: types and features of workplace conflicts

A conflict (and workplace conflict, in particular) is a disagreement between parties, which threatens their needs, concerns, and interests (Blackard 57). In other words, a workplace conflict is a form of disagreement that occurs in the workplace and threatens interests, needs, and concerns of the parties involved. Workplace conflicts can occur at any level of the organization and organizational structure, and employees are the ones most frequently involved in interpersonal conflicts in the workplace (Liberman, Levy & Segal 64). Literature describes five different of workplace conflicts. These include factual, interpersonal, legal, professional conflicts, and conflicting opinions on workplace policy issues (Liberman, Levy & Segal 64). The major causes of workplace conflicts cover organizational culture, the amount of workplace autonomy, the extent of employee specialization, organization’s policies and rules, management style, communication, workloads, and the level of workplace stress (Liberman, Levy & Segal 64). Disagreement about the methods of cooperation is the most frequent cause of interpersonal conflicts between employees (Liberman, Levy & Segal 64).

Because cooperation is necessarily linked to the quality of every employee’s performance and the results of every employee’s work, it is natural that such conflicts result in strong feelings, hot opposition, and acute stress, and can even be potentially destructive to all parties (Liberman, Levy & Segal 64). The intensity of workplace conflicts directly relates to the organizational significance of the parties involved. That means that conflicts between an employee and a supervisor are more serious and more complex compared with conflicts between employees because of the degree of risks and uncertainties that accompany such conflicts. According to Liberman, Levy and Segal, “conflict with supervisors can generate concern about job security, cause a loss of interest in the job, and damage the employee’s sense of self-worth and ability to socialize” (64). Taking into account the level of stress and anxiety which such conflicts may cause in employees, it is obvious that unresolved conflicts are likely to pay high price for organizations and their workers. Unresolved workplace conflicts usually reflect in higher turnover, poorer performance, ineffective decision-making, absenteeism, declining motivation, and higher costs (Liberman, Levy & Segal 65). That is why effective resolution of workplace conflicts is vital for the continuous organizational success and can even serve the source of sustained competitive advantage.

Resolving workplace conflicts: weighing available options

Managers and HR professionals in organizations can always choose to witness silently the development of a conflict between the disputants. They can also grant the third party the right to monitor and control the process of resolving the conflict. These approaches to workplace conflict resolution give employees some degree of autonomy, and can help them to learn the best ways or resolving conflicts with their colleagues. Yet, giving employees freedom to control the process of conflict resolution is not always the best choice, for the parties involved in a workplace conflict have conflicting interests and do not possess information needed to resolve their conflict in a productive way (Blackard 58). Conflicts that involve a third party or are resolved by force cannot be effective because they do not address interests of either party and do not help to resolve the underlying problems (Blackard 58). That is why alternative dispute resolution, dispute resolution policies, and conflict resolution systems are among the most popular and most effective means to handle workplace conflicts.

Alternative dispute resolution is fairly regarded as a minimal approach to resolving workplace conflicts, because managers can use this method to encourage employees to surface conflict (e.g., through an open-door policy) or to provide employees with training, which will help them to resolve their conflict effectively (Blackard 58). Alternative dispute resolution techniques in organizations utilize hidden employee potentials and capabilities, and training/ communication add to the skills and abilities, which employees can use to avoid or to quickly resolve emerging workplace controversies. Alternative dispute resolution is an effective method of resolving workplace conflicts before they grow into litigation. This form of handling workplace conflicts is less risky and more effective compared to those, which are used at later stages of conflict. Nevertheless, ADR is not effective in itself because it cannot obligate employees to choose one particular method of dispute resolution. Thus, the results of ADR application in the workplace depend on a whole complex of conditions and factors.

Organizations often apply to dispute resolution policies, which communicate the basic principles of conflict resolution, are implemented at all levels of the organizational structure and before the conflict occurs, and provide management with better opportunities to control the process of resolving workplace conflicts (Blackard 59). For example, such policies can require that employees involved in a workplace conflict ask HR professionals for assistance or request voluntary mediation in resolving their conflicts (Blackard 59). Open-door policies, the chain of command, and professional assistance are some of the most frequent elements which companies usually include into their dispute resolution policies; the latter are designed to offer a straightforward procedure of conflict resolution, which any employee will be able to use in case of a workplace conflict (Blackard 59). Such policies do not make workplace conflicts less rare; nor do they reduce the severity of workplace conflicts, but they make the process of handling any workplace conflict easier, less expensive, and more productive. “Since such policies usually rely on employees to take the initiative and contemplate only a reactive role from management, the effort and cost associated with their ongoing administration is minimal” (Blackard 59). These policies, however, represent an intermediate stage between simpler alternative dispute techniques and more complex systems of conflict resolution in organizations.

Conflict resolution systems represent a complex solution to workplace conflicts, which organizations can develop and implement to reduce the risks of counterproductive conflicts and to create conditions necessary to timely surface and resolve conflicts that do occur (Blackard 59). To design these systems, organizations can use various components, including policies, HR strategies, point persons and departments, ombuds, voluntary mediation, panels, neutral fact-finding processes, and even independent counsels (Blackard 59). Unfortunately, such systems have their price and only large organizations can afford developing and implementing this form of conflict resolution techniques. Managers in any organization should always think of how to reduce the cost of counterproductive conflict and to improve the quality of organization’s performance.

In the context of workplace conflict resolution, interactive management came to exemplify a novel approach to resolving conflicts that occur in workplace environments. In complex terms, “the Interactive Management system is designed to fully utilize multiple voices in helping the group identify the relevant dimensions of the problem situation” (Broome et al 259). Interactive Management makes it possible for the parties involved in a workplace conflict to evaluate the situation from multiple perspectives. Interactive Management recognizes that using a variety of perspectives is crucial to those, who seek to resolve a workplace conflict effectively (Broome et al 259). Interactive Management usually involves several stages: (1) developing an understanding of the conflict situation; (2) establishing a collective basis of thinking about the problem and its potential resolution; (3) creating a framework for effective resolution (Blackard 243). As the parties involved in a workplace conflict move through these stages, they acquire a better sense of understanding the situation, learn better communication and knowledge sharing skills, and can use them to productively manage and resolve any workplace conflict. It should be noted, that these are just the few out of numerous methods to handle workplace conflict. Organizations are encouraged to develop policies and procedures that will help them timely identify and prevent conflicts between employees and between them and management. Simultaneously, there is still a long road ahead employees possess skills and knowledge necessary for them to avoid the conflict at all levels of their organizational performance.

Conflict is considered as an essential component of any organization’s performance: that conflicts often lead to effective solutions of organizational problems is a well-known fact. Yet, unresolved conflicts result in poorer organizational performance. HR professionals possess a wide choice of techniques and solutions, which they can use to handle workplace conflicts effectively. Alternative dispute resolution techniques, conflict resolution policies and systems have already become inseparable from the major organizational policies and procedures. Today, however, conventional conflict resolution techniques gradually give place to more innovative approaches to handling workplace conflicts, and here, Interactive management is likely to become the determining trend in handling workplace conflicts.

Works Cited

Blackard, K. “Assessing Workplace Conflict Resolution Options.” Dispute Resolution Journal, 56.1 (2001): 57-62. Print.

Broome, B.J., DeTurk, S., Kristjandsottir, E.S., Kanata, T. & Ganesan, P. “Giving Voice to Diversity: An Interactive Approach to Conflict Management and Decision-Making in Culturally Diverse Work Environments”. Journal of Business and Management, 8.3 (2002): 239-264. Print.

Liberman, E., Levy, Y.F. & Segal, P. “Designing an Internal Organizational System for Conflict Management Based on Needs Assessment.” Dispute Resolution Journal, 12.642 (2009): 62-74. Print

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Personal Conflict Resolving Skills Essay

Introduction.

Life is a set of problems and difficult situations happen on daily basis, these problems are like daily dosages of vitamins that are given which make us feel stronger and healthier day by day. To me if life did not have challenges and difficult circumstances we were never going to know the strength that we have in us. All the exemplary personalities we have around us have all gone through stressors and only then have become role models for other. Stress holds the value of an examination in everyone’s life, unless you take and pass an exam you do not get succeeded to the next grade of your job or studies. To my knowledge one needs to have the capabilities to understand his or her situation and the kind of problems they are faced with and then the ultimate impact of them on their lives and on the lives of their loved ones. I have been through problems on daily basis as well as I already said it’s a dose received on daily basis. I have been going through them and learning through my experience recently I had an experience which was a bit too shocking and unexpected one. It was a conflict of loss of demarcation between personal emotions and professional responsibility of a colleague/senior of mine. The issue was that we were working in a hospital in surgery department where everything was going very pleasant initially; she was very happy and satisfied with my work. I happened to go on leave for a week to my parents I talked to her about the extreme need of a week off. She initially did not show a positive attitude but then she asked me for my leave application. I gave it to her and that time I wanted her to open it and read through it once before she keeps it but she enclosed it back in the envelope and kept it in her purse. I kept waiting for her to either respond in positive or negative in a week’s time but she did not. My booking had already been confirmed and I had my flight on the day I had mentioned in my application so I left when the day came. After I left she created a whole fuss of it through writing emails to the whole comity of our training program that he I had gone without a leave. I was called back so, had to take a flight back within 24 hours of getting home and had to come back. When I came back a set of confrontation and big dialogue to protect myself started with the comity. She would never accept that I had given her an application and she said that I needed to have witness to prove that so I got one and then she raised another issue that the date I was supposed to leave on was a week down the road and had left earlier than that. When she was asked to bring the application up to the committee she said she had lost it. I was very angry and frustrated looking at the whole sequence of events she was showing no other ways to protect myself and if I was not able to resolve this conflict tactfully I was going to lose my job and my degree. The way I handled that conflict was such that I analyzed mine and my colleges’ position first and prepared myself for giving the due respect to our relationship, the next thing I took care of was to maintain a good control on my emotions and not to lose my intelligence and d abstract thinking in that, I also stayed calm and reserved and stayed back with a decent and professionally acceptable nonverbal cues of communication along with an eye on the other side’s nonverbal communication as well. While doing this entire thing I maintained my playfulness and light way of making fun and jokes stayed there.

Whenever one is heading towards a confrontation or an enforcement of one’s views, it is very important to look at the relationship you have with your opponent. At times anger goes to a peak where it becomes very difficult get yourself stop in the middle of a confrontation and remind yourself the relation you have with your opponent or the set of obligations you have towards that person so it is always very helpful to understand and determine your limits. Then at time if it is someone very near and dear then the feeling arises that why am I finding it difficult to have that person with me the same lines of thinking and that rages one in anger, then that complicates the problem as Segal, J.& Jafee, J. havea well said in their content in their article “Relationship stress triggers knee-jerk fight or flight responses that make us feel like running or fighting –but not much of anything else”. With me my senior co-worker was having a confrontation on an issue that I thought I was right at. For me to have that feeling going that my senior was wrong and she badly needed to understand the situation and get back to what was right I had to go through a lot for a more than a month’s time. Keeping myself cool everyday and reminding myself her position and my obligations to maintain a due respect for her I kept reminding the importance of her position to myself and that kept me going without feeling bad about myself and she was also got ready to think about her attitude and finally got ready to accept my view point and that made me feel that since I kept respecting our relationship throughout she also prepared herself to sit down with me listen to what I had to say and was finally able to agree with me. At this point in time I just wanted her to accept her mistake that she was supposed to read my application and respond to me in that week’s time.

Emotionalism is an enemy of wisdom. Most of the time one gets to the more emotional side of life and looses to reason so if we conclude one should not get emotional to maintain reasoning but then the next thing comes what if emotionalism might be carrying a lot of value to our life? This is true without emotionalism there is no taste to life we can take an example of a husband that is very nice, very caring. He is spending all his energy to earn for his family, is buying them everything before the wife even demands for it. He takes her out to have fun on every weekend but on the other hand when it comes to expressing his emotions he is flat he would not say a word about it. In his love relationship with his wife he will never get the satisfaction of a satisfactory life why? Because he is lacking in a very important aspect of a happy life and that is emotionalism. Considering all this and accepting the fact that emotionalism is important to have a fun life the next thing that needs to be encountered is that how to control your anger and frustration that emotionalism brings to one. There are very useful ways to it which is grouped as emotional intelligence, one stays emotionally active but the intellect should also stay in hand in a strong grip too. One should stay focused and determined and should keep reminding himself or herself about the relationship one has with the opponent, the kind of outcome one wants out of a confrontation, the good and bad consequences of it and the last but not the least one needs to look at the overall impact of whole thing on his or her life and their on the life of their loved ones. Now after giving a picture of emotional intelligence I will share what I did. My emotions the hell a lot of a things which included my impression that was getting spoiled by her by telling everyone that I had gone without a leave, my future was getting spoiled if they were to hold my degree back, my working environment was getting spoiled if I had to go back to work with if everything settles back and more than that I had gone on leave for something very important which I could not fulfill so the whole thing I was getting out of this whole exercise was a frustrated me. I got raged into emotions and wanted to go to her and talk to her in a very harsh way to make her understand what she had done to a junior trainee of her. I also wanted to tell her that she did not deserve to be sitting in that position after the kind of non professional attitude she showed in my case but I did not do anything like that. I rather kept rephrasing my words again and again and was giving a chance to think about it from every aspect and then tell herself whether she was going the right way or wrong? And with my intelligent handing of my emotions I was able to maintain a good relationship with her despite such a huge conflict going on amongst us.

In this whole scenario we were both still working at the same place, on the same patients till something was decided. I was getting to see her, receive orders from her, and report to her almost every day. She even changed the schedule of night calls and created a very hassle some schedule for me. Whenever I was meeting her on the way she was not showing a good body language. Her non verbal cues were a lot more hurting then her words but I took care of it and always took care of my emotions to have a control on body language not to respond back the same. Segal again mentions in another article of him “Restoring your emotional intelligence first requires retrieving your emotional awareness and learning to manage your emotions. This may make emotional management sound simple, but for most people it is a hard-won skill. Managing your emotions requires more than knowledge and motivation to be effective — you need to be able to recognize and control stress, and to be aware of, experience, and take control of your emotions. When your stress levels and emotions are out of control, they will override the thinking parts of your brain”. So I had to have knowledge of my emotions, I needed to have skills to control my stress and I really had to work hard on that. It is absolutely not easy to handle conflicts while letting your intellect stay in hand one can succeed in anything. At times when your opponent is trying to irritate you or is just not able to able to take care of their anger they start making faces, they start acting weirdly, and they start showing their frustration the way that it becomes rather more painful. For me it is easy to respond back to verbal communication or difference of ideas but to interpret and respond back to body language is very hard for human beings. Human beings have been said to be the superior creation on the face of the earth because of their ability to communicate verbally and when they stop using it then they more or less loose all the abilities of a human beings. Non verbal cues used for a nice purpose or just to have some assistance of them to make your verbal communication easier or better is always appreciable but the negative impact of them cannot be ignored either. The way I handled this issue in my conflict was such that she would show me an extreme reaction of her emotions through body movement, her facial expression, she would even point at me at time while talking to people, she would sit with other doctors and would discuss me with them and while doing that she would keep showing me by making bad faces that I am the topic of her talk. She also used to change the tone of her voice while talking to me or talking about me. The kind of posturing she would make, the kind of intensifying emotions she would show What I would do was that I would go to the same table and I would change their conversation to something else. Or I would request her to stop with me for a few seconds and I would have a short talk on a patient’s issue or a presentation that would be due for me or anything related to our work. So, then slowly it started becoming evident that she was not trying to go her way rather than making me focus at her through her nonverbal cues to have a look at what she had to say to me.

While having a conflict or a confrontation going on one most of the time stays around with the opponent and that makes the conflict more interesting and more active. If one has a conflict with somebody and then one starts ignoring that person or just leaves that place or goes away somewhere then that is not a conflict anymore that shows the resolution of the conflict with one’s failure. That is not something everyone one would want to happen to their conflict, everyone wants to pick a confrontation or change of their view and fight for it with a success in the end. In order to have a conflict going till one is able to get to other’s view point or the opponents gets to the one’s view point and it resolves one has to maintain a good environment which should ensure good circumstances for one to stay functional effectively and not to lose the efficiency, energy and urge to work. If one picks a conflict and starts giving all his or her time to it and doing nothing else that is not a healthy way of going with it. Along with caring all the frustration, emotions, productivity, social dealing and obviously one’s work or other words one’s job one has to have a specific pattern to go through all of this. If one is carrying the anger with him or her all the time that affects the quality of thinking and acting one has. Once one goes into depression secondary to a long ongoing conflict then the capabilities to handle it keeps going away and that is again the stage when one usually backs off and other words looses the game without making the appropriate conflict resolving strategies work. One needs to stay normal, cool minded, ready to listen, ready to reason, ready to carry out their relationships the way they used to be. If there is a drastic change in these above mentioned characteristics of a person then the skills to handle stress are not used appropriately and it needs to be revised again. One should stop there and think if he or she will be able to make it that way or do they need to change the mode of their action. Segal adds a bit more to communication skills in another article and says “Humor, laughter and play lighten our burdens and help us to keep things in perspective. A good hearty laugh reduces stress, elevates mood, and improves brain functioning”. (Segal,J. 2008)

Conflicts happen in life with loved ones and dear ones everyday if we do not know how to handle them we cannot hope for a good peaceful and satisfying life. These components of conflict resolving skills should be learnt and practiced on daily basis so that we learn the major way of making our lives better and to make us beneficial human beings of a society. The steps to go about it in a simple order are whenever one starts having an issue the first thing that should click in our minds is who the opponent is which will very clearly determine our limits by identifying our relationship towards the opponent. Then we should focus on ourselves and we should think about our emotional aspect and when that brings labiality to us then the art to control our anger through our intelligence while maintaining the emotional components still on board. Our non verbal cues carry the utmost importance because that is the aspect hurts the most and that is again something very difficult to control on our part, accepted easily on the opponent’s part. One can never fully justify himself or herself whether what they felt about a non verbal cue about somebody is 100 % what they felt or it can be something opposite as well and this happens most of the time. Then the last and the most important component of maintain a good deal of skills is to maintain your humor and playfulness while going through stress and handling it effectively along with that. This component is very important because this keeps us going; it keeps us have a good brain to think, and the stamina to keep us functional. Finally what I have personally felt if you have this art of handling your conflicts you will have absolutely no stressors in life and your quality of life and productivity keeps on increasing. Communication skill is an art to a better and successful life. It is an art and since there is no formal teaching of this art there are very few people that know the importance of and that can handle everyday problems in standard way. Taking care of all these aspects of conflict handling skills I handled my problem successfully and was able to tackle the hurdles put forth to me.

• Segal,J. (2008) Understand, Prevent, and resolve life’s challenges [Internet], McGraw-Hill. Web.
• Segal,J. (2008) The Hidden Language Of Emotional Intelligence [Internet], McGraw-Hill. Web.
• Segal, J. & Jeffe, J. (2008) The Language Of emotional Intellegence . McGraw-Hill
• Segal, J. &Jeffe, J. 2008, ‘Playful communication skills’, An effective tool to lighten your mood and strenghten relationships, vol.01, no. 4, p. 2.
• Chicago (A-D)
• Chicago (N-B)

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• Knowledge Base
• General Essays

Conflict Resolution Essay

• Author Kimberly Ball
• Category General Essays

Disclaimer: This paper has been submitted by a student. This is not a sample of the work written by professional academic writers.

Any opinions, findings, conclusions or recommendations expressed in this work are those of the authors and do not necessarily reflect the views of StudySaurus.

In the present world, there are all sorts of conflict, starting from our homes to the workplace. The fundamental thing is how we deal with the issue having in mind that no party involved in the dispute would want to be seen as inferior to the other person. At work is where much of the problem is, especially when dealing with customers directly, and according to the rule of business, one should always leave the customer happy and satisfied so that they can come back again. As a director for food and beverage at Canyon Shadows Resort, there are adverse situations that I have to deal with in most cases involving clients that are not satisfied with the service received.

When considering the case of Vince and Beth, they selected the resort for their high-end wedding reception. They asked for meals and booked a ballroom with patio overlooking golf course so that their esteemed guests could enjoy the view and the play, which I, being the director promised to deliver and make sure that they are all satisfied.

According to the present weather condition, it is impossible to provide patio because it is windy which means there will be no people playing golf. At the same time, the light sprinkles make it hard for both the golf players and the guests to be outside because they will be wet. In that case, there is a conflict likely to emerge. Even though the weather is an external factor that has chipped in to hinder our services, we as the resort are responsible for not delivering what we promised (Furlong, 2005). The deal was that I, being the director of the resort make sure that everything goes as planned and the guests are entertained to the fullest. According to the plans and present conditions, all the other processes involved in the reception will go on smoothly thus leaving the issue of patio and golf as the only hindrance.

On choosing the method to resolve this conflict, I adopt the A.B.C.D. strategy. The first letter is standing for apologising early and often. In this scenario, even though factors affecting the event are external, we owe the couple and the guests an apology. The best way that I can resolve this conflict is reporting the matter early enough so that they can psychologically prepare and understand that they will not get all they needed. The best way to communicate this message is in person so that I can sincerely show how apologetic I am, instead of just making a phone call, which many people take not serious (Tidwell, 2001). When looking the reception, they came in person; therefore it would be polite of e just to make a visit early in the morning and inform the couples of the problem we are experiencing at the moment. Apologizing first also gives room for the couples to look for an alternative source of entertainment for their guests so that their event could be memorable as they planned. When I go and apologise in person, I will be able to advise on the best alternatives ways of entertainment that we can offer.

The second letter B stands for being present and attentive when listening to the other party. This conflict involves the hotel and the couple, Vince and Beth, where the resort is not able to deliver the services we promised. When trying to resolve this issue, being present and accepting the company’s mistake is the first step. Secondly, listening carefully to the complaints raised and the discomfort caused will help create a good picture for the couple that we are apologising and we regret what happened (Lamber, 1999). At the same time, I will have time to explain the causes of the conflict, and how I as the as a director for food and beverage at Canyon Shadows Resort will make sure that we remedy the issue to avoid future inconveniences.

The third letter C stands or closing the loop. Every business aims to ensure that the customers are always satisfied with the services received. In this case, Beth, Vince and their guests will not be satisfied without the patio and watching the golf play which they desired. The resort decided to return a section of the money to the couples that were paid for the entertainment services (Avruch, 1998). There are recovery actions taken to ensure that one ask up for what the customer lost. In this case, I will have to make a follow-up and see whether the couple and their guests are delighted with the recovery actions or not, and what ore they desire.

The last letter D stands for doing ore that the client expects. When trying to solve this conflict, the board of the resort and I decided to organise a movie theatre or the couple and their guests. We refunded the entertainment money, but a movie will be used as an apology gift. We as the hotel expects frowning from the couple because we could not meet their expectations, but the best way to change that into a smile is giving them an apology gist so that they can smile and come back next time.

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Conflict Resolution in the Workplace: 9 Tips

Conflicts occur in every workplace. Whether it’s a disagreement about the best way to solve a problem or a clash of two different personalities, it’s only a matter of time until a conflict arises in your organization.

What Is Conflict Resolution?

Conflict resolution is the process of finding a peaceful solution to a dispute between two or more parties.

In this article, we’ll cover in more detail what conflict resolution is, why it’s important and how you can resolve conflict in the workplace.

Conflict resolution is the process of settling a dispute between two or more parties. Most commonly, this will be based on the principles of facilitative mediation, in which a mediator allows each party to share their side of the story, lead a discussion around the common points of contention and task participants with suggesting an agreeable resolution.

There is no silver bullet to conflict resolution, because every situation is different and involves different types of people with different experiences, perspectives and communication styles. But with the right communication tools, you can try to understand where each person is coming from and get both parties back on track and pulling in the same direction.

Related Reading What Are Interpersonal Skills?

How to Resolve Conflict in the Workplace

There are several different paths you can take to resolving conflicts. If you are leading the discussion, here are a few steps you can take:  

1. Address Conflicts Early

It’s best to resolve a conflict as soon as possible. When conflict lingers over time, it can become more difficult to address.

“What’s needed is a discussion from the start,” Leslie Nydick, CEO of The Conflict Strategist , told Built In. “It has to be multi-directional; It can’t be one-way communication.”

When people stop talking about something, that can lead them to make assumptions, which then leads to confusion, and ultimately, conflict, said Courtney Chicvak, a conflict resolution specialist and lecturer at Columbia University .

“People often don’t express their concerns or they let things simmer for much longer than they actually should, and eventually there’s a blow-up,” Chicvak told Built In. “It makes it much harder to show up and resolve an issue if there’s a blow-up.”

2. Choose a Facilitator

Employees might not want to express their opinions to their direct manager because they may see them as part of the problem. They might also hesitate to share their feelings with HR because they are afraid of getting fired or having negative information added to their file.

Some companies have established ombuds offices, which can informally discuss workplace issues and conflicts outside of HR channels. Companies might also bring in someone from outside the organization, like a mediator trained in facilitating dialogue in workplace conflicts.

3. Find a Private Place to Talk

Managers or mediators should find a private environment that encourages people to be vulnerable and share their feelings. If the two parties are particularly heated, the facilitator may have to deescalate the situation by separating them in different rooms.

4. Set Expectations and Ground Rules

If the two parties are going to be in the same room, the facilitator should set some clear ground rules, such as not interrupting when the other person is talking. The facilitator might also ask participants to limit the scope of the discussion to the conflict at hand and not bring up past conflicts or grievances. Both parties should be treated with dignity and respect, and the conversation should not turn into a debate about who is right and wrong.

5. Actively Listen to Both Sides

Both parties should have an opportunity to share their side of the story without interruption, and both parties should try to understand where the other party is coming from.

The facilitator and participants should both “dial up their curiosity,” Nydick said, and realize that they may not have all the answers. You never know what you may learn from listening to other sides of the story. 

“Focus on what the person is saying without planning how you’re going to respond,” Nydick added. “Don’t take up space in your mind thinking about how you experienced something similar. If you’re thinking about what you want to say next, you’re not listening.”

6. Clarify the Source of the Conflict

Many conflicts are like icebergs, according to Jennifer Libby, district manager at Insperity . Most of it is under the surface. That unaddressed tension could be personal, or it could be indicative of a much larger issue that needs to be addressed. 

Sometimes the source of the conflict may not always be apparent, or it may be obscured by another reason. By carefully listening to all sides, you should aim to identify a conflict that can be discussed and ultimately resolved with a potential solution.  

7. Ask Open-Ended Questions

When discussing the conflict, the facilitator should ask neutral, open-ended questions. They should not ask leading questions designed to confirm their suspicions, as these typically put people on the defensive and cause them to shut down.

Instead of asking questions that start with “why,” Nydick suggests starting questions with “how” or “what.” “Why would you do it that way?” is much more likely to put people on the defensive than “How did you decide to do that?” or “Help me understand your approach to that situation.”

Nydick also suggests people pause before responding, which will allow time to reflect on what someone has said and allow time to craft a more intentional question. She also suggests asking one question at a time to prevent issues from getting unnecessarily complicated.

For participants, Chicvak suggests using “I” statements as opposed to “you” statements. Instead of saying “you hurt my feelings,” you could say “I feel disrespected when you do that.”

8. Agree on a Solution

When working toward a conflict, a manager or HR person may try to bring the two sides together by acknowledging their shared goal. You can acknowledge that each employee has the right to their own opinions, but make it clear that the company has shared expectations and values around treating each other with respect. 

“The reason the values are so important is because it’s shared language,” Libby told Built In. “Before we were in conflict, we could agree on these things. That means we can agree on something again. You’ve planted some foreshadowing in their mind about that outcome.” 

Under a facilitative mediation approach, both employees are asked to come up with a resolution that they can both agree on. The thinking here is that the two parties know the intricacies of the situation better than anyone else and are thus best-equipped to come up with a solution. By coming up with their own solution, the two parties are also more likely to feel a sense of buy-in and work toward a successful outcome. 

“When something’s imposed upon you, you’re much less likely to actually do it,” Chicvak said. “Whereas if you came up with this idea, you have some investment in it, and you’re more likely to actually follow through.”

Once a solution has been reached, both parties should walk out of the meeting certain of what actions are required on their part and what could happen if a similar conflict occurs again.

9. Follow Up

You’ll want to monitor the relationship between the employees and check in with each of the two parties to gauge whether the agreed-upon plan of action has been effective in resolving the conflict. If it hasn’t been effective, you may want to meet with the two parties again to develop another solution.

As a manager or HR leader, you can also use this experience as a learning opportunity to understand which circumstances are likely to create conflict in the future. By learning about the root causes of conflict and honing your conflict resolution skills, you can create space for disagreement and transform conflict into a force for improvement and innovation.

Related Reading What Is Employee Relations?

Why Is Conflict Resolution Important?

Most people try to avoid conflict because it is uncomfortable. But Nydick argues that conflict is the result of different ideas, and that talking through those differences offers an opportunity to find a better way of working — and potentially a new business strategy.

Conflict resolution is also key for building a healthy company culture. A 2017 survey of 1,344 full-time employees found that 53 percent of employees ignore “toxic” situations. By taking swift action to resolve a conflict, managers can prevent an isolated conflict from spreading across the team, creating a toxic culture of division and resentment.

Failing to properly manage conflict at work can result in additional consequences:

• Poor productivity.  Employees spend more than four hours per week dealing with conflict at work, according to a Myers-Briggs study . That time could be better spent elsewhere.  
• Low job satisfaction.  Employees who spent more time dealing with conflict had lower job satisfaction , according to the Myers-Briggs study. And people who viewed themselves as good at managing conflict had higher levels of job satisfaction.  
• High turnover.  If employees are feeling stressed or resentful about unresolved conflict, they will likely leave at the first chance they get to find happier coworkers and a healthier company culture.

Types of Conflict in the Workplace

Workplace conflicts are generally either substantive conflicts or personality conflicts.

1. Substantive conflicts are rooted in the work of an organization. For example:

• Two workers from different departments clash due to conflicting priorities.
• Teammates disagree on the best strategy for a project.

2. Personality conflicts are disagreements driven by emotions. For example:

• An employee complains that their ideas aren’t being heard because their coworker dominates every discussion.
• An employee with an expressive communication style assumes their coworker does not like them because their messages are terse.

According to Libby, substantive conflicts are “usually not malicious,” but often rooted in a passion for the mission of the organization or the craft of their profession: “People have strong feelings about things, and they care how things are done.” If a conflict is simply interpersonal, Libby often suggests looking inward to see how one can improve the situation.

Conflict mediators will want to keep the type of conflict in mind, as it can help determine the appropriate course of action. For instance, the solution of a personality conflict may simply involve one person changing their behavior, while a substantive conflict may require multiple parties to meet and discuss a viable path toward collaboration.

Examples of Conflict in the Workplace

Workplace conflicts can show up in many different ways, such as:

• Team members are given shared responsibilities and it’s unclear who is responsible for certain tasks.
• Workers disagree with senior leadership’s strategy for the company and begin to complain about it to their managers.
• An employee argues with a coworker because they have different feelings about current events.
• A dispute arises between two company leaders over the allocation of resources for their respective departments.
• An employee feels frustrated when they don’t understand their manager’s directions and are blamed for not meeting expectations.
• An employee believes they were unfairly passed over for a promotion by their manager.
• An organizational restructuring leaves some workers feeling confused and frustrated about their roles.
• Some employees feel that their coworkers take an unfair amount of time off.

Frequently Asked Questions

What is conflict resolution.

Conflict resolution is the process of finding a solution to a dispute. In a workplace conflict, HR leaders, ombuds or third-party mediators will typically resolve a conflict by facilitating a dialogue between the two parties and finding a solution both parties can agree on.

What are the 5 conflict resolution strategies? 

Researchers Kenneth Thomas and Ralph Kilmann identified five strategies that people use to resolve conflicts: avoiding, competing, accommodating, collaborating and compromising. By identifying your conflict resolution strategy, you can learn how to become more assertive or cooperative to adapt to different personalities and situations.

Great Companies Need Great People. That's Where We Come In.

Resolving Conflict

People are not always expected to agree on everything. At one point or the other, a disagreement will always ensue. Disagreements and arguments are what causes conflicts. In our daily healthy life conflict, Is a regular thing. Often people look for ways to avoid conflicts rather than learning to deal with it. Personally, I have encountered many situations where conflicts arose, and I have heard to deal with them. There are many causes of conflict and many ways to deal with conflict. Hence, it is better to learn how to address conflict in whatever situation it may arise. This essay discusses ways in which conflict can be resolved.

If this sample essay on "Resolving Conflict" doesn’t help, our writers will!

The ability for one to resolve conflict depends on a couple of other abilities and skills. Firstly, it depends on ones ability to cope with stress quickly while remaining alert and calm. This entails that one is in control of their emotions. Conflict resolution also depends on a persons ability to pay attention to the feelings and words spoken by others. A person also needs to be aware of the differences between people and be respectful in accordance to the disparities. With these abilities, you can always resolve a problem faster.

However resolving a conflict entails more than just the abilities. The initial step to solving a conflict is to identify the cause of the conflict. Through the identification of the cause, one can quickly know to deal with it. For example in a case of conflict at work, the cause may be dissatisfaction or personal stress. Once you identify the cause, you look for ways deal with the situation and avoid neglecting the core problem. Have a positive attitude, and belief that the conflict is going to be resolved. A positive attitude will push you towards finding the solution.

Moreover, to successfully resolve conflict it is preferable to practice two core skills. The first skill entails reducing and managing stress effectively. Personally, I manage stress by talking to someone I trust. By managing stress, I can remain focused and in control no matter what challenge I might face. The second skill that is vital in solving conflict is emotional awareness. Emotional awareness entails that I will be able to deal with my emotions as well as understand other peoples feelings. With emotional awareness, I can remain comfortable with my feelings and I will react in constructive ways even if in a midst of an argument or a perceived attack. Sometimes a conflict becomes worse because of people inability to understand other peoples emotions. Understanding other people's emotion is of the importance of getting what is troubling the other party. By putting yourself in another persons situation, one can know the reason they the person is behaving in a given way.

From my experience, an open minded person is likely to solve a conflict than a hard one. Be ready to listen to other peoples ideas and change where appropriate. Conflicts cannot be resolved without changes, whether physical, emotional or mental. Conflict solving knowledge enables me to solve my problems as individual hence live with people peacefully. Dealing with one ones personal conflict makes one better at dealing with conflicts arising from external sources. It will also enable me understand other people and help them in solving the problem by not getting physical.

Solving conflict is not a difficult task. With the necessary skills and self-control, one can always deal with conflict in any situation. Conflict resolution is not only important to an individual but also to other people and ones career development.

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