Resolving conflict

A guide to resolving conflict within a consultative framework.

Conflict resolution will be most relevant when the consultation involves controversial issues or where the parties have developed opposing positions. Conflict is sometimes unavoidable in many circumstances involving consultation because people often see things differently.

Conflict is not necessarily undesirable in consultation. Sometimes attempting to engender an atmosphere of agreement can minimise issues or exclude some participants. The goal of conflict resolution is not to avoid differences but to remove unnecessary obstacles to productive discussion. Conflict resolution aims to provide an open, explicit framework for improving destructive processes and relationships.

Resolving conflict is essential where the objective of the consultation is to encourage discussion of options of develop joint decisions.

What are the benefits of conflict resolution?

Conflict resolution aims to:

• Foster an analytic framework for problem solving
• Promote joint decision making
• Facilitate good working relationships
• Promote creative momentum
• Make meetings more productive
• Encourage participatory decision making
• Provide a means to handle difficult participants.

How do you resolve conflict?

Conflict resolution involves three inter-related components:

1. Adopting an appropriate framework
2. Analysing the conflict
3. Responding to conflict effectively

1. Framework for conflict resolution

The Conflict Resolution Network has identified the following approaches and attitudes as integral to conflict resolution:

• Win/win - focussing on mutual gain, tackling the issue on the basis of acknowledging differences in needs and attitudes
• Creative response - regarding conflict as an opportunity for learning and positive change
• Empathy - recognising the motivation behind the behaviour of others, 'putting yourself in their shoes
• Appropriate assertiveness - stating views clearly and neutrally, not backing other people into a corner
• Cooperative power - recognising the difference between power over someone else and power with someone else, treating each party as an equal
• Managing emotions - recognising and dealing with personal anger and frustration
• Willingness to resolve - recognising personal issue clouding the picture, making resolution the goal, not being 'right'
• Maping the conflict - identifying the underlying needs, fears, values, objectives and visions of participants
• Developing options - moving on to alternative solutions, thinking laterally and constructively
• Negotiating skills - working together towards a solution
• Broadening perspectives - recognising the validity of other views, seeing the problem in its broader context
• Mediation - using a third party to mediate.

2. Analysing conflict

Overcoming conflict and disagreement requires attention to the basis of disagreement and the process of decision making. Some key questions are:

• Can a common definition of the problem be agreed? How can the conflict be characterised - is it due to different interests, strongly held values or perceived differences that do not really exist?
• What are the reasons for the disagreement? Are they understood? Why are they important?
• Have positions been taken? Are they movable? Is there information that could be provided that would prompt participants to reconsider their position?
• Has the proposal been fully discussed? Are there options that would resolve the problem?
• Do the parties want to work towards a solution? Are there options that would resolve the problem?
• Do the parties want to work towards a solution? Are the issues negotiable? Are the parties agreeable to negotiation or a dispute resolution mechanism? What are the chances for success?
• Are there external obstacles to be overcome?
• Can the decision be delayed to allow for further discussion? What are the constraints on the decision making process?

3. Responding to conflict effectively

What are the most effective ways to respond to conflict?

Some strategies are:

• Bring hidden conflicts out into the open
• Disagree with ideas not people
• Share responsibility for conflict
• Focus on the most important issues in the conflict
• Don't polarise conflicting positions
• Don't take sides too quickly
• Don't make commitments that can't be kept
• Respect tentative or sensitive data
• Don't withhold information for tactical advantage
• Allow for breaks in the process to assist rethinking

An extract from Resourcing Consultation, NSW Office Of Social Policy, 1993.
http://www.crnhq.org/

For further information

Contact	:	Conflict Resolution Network
Address	:	PO Box 1016, Chatswood NSW 2057
Phone	:	+61 (0)2 9419-8500
Fax	:	+61 (0)2 9419-8500
Email	:	crn@crnhq.org

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http://www.crnhq.org