When there’s tension or trouble at work, which do you most want to do: Resolve the dispute or manage the conflict?
They’re not the same thing, though it’s common to use the terms “dispute resolution” and “conflict management” interchangeably. The goals are different and how you approach dealing with them should also be different.
When does it make sense to resolve the dispute? When the workplace dynamics between the co-workers involved are generally sound and communication generally solid, yet this one dispute is getting in the way of an otherwise fine working relationship. The focus of the resolution process is on collaborative problem-solving for this primary set of differences and others that may be related to it.
When does it make sense to manage the state of conflict? When the dynamics between those involved are generally difficult and they find themselves in frequent disagreement over many matters, or when the state of affairs is tense all the time or they avoid each other in order to avoid the problems. The focus of the resolution process in these instances should be on the relationship dynamics, the conflict that’s at the root of the tension, and perhaps on the conversations they’ve been avoiding for a while.
If co-workers are in a state of conflict, then resolving a specific dispute is probably only a temporary patch, because the underlying conflict will create opportunity for future disputes. But it’s what many workplaces choose to do, because it seems easier and “safer.”
It’s usually neither in the long run. It’s penny wise and pound foolish to resolve a dispute when a state of conflict is the dynamic in play.
Copyright © 2007 by Tammy Lenski. All rights reserved.
Tammy, this is a wonderful distinction, and well said.
I just came from a week at the Harvard Negotiation Insight Initiative (HNII) Summer Learning Forum. I was in a course focused on using strong emotion as the very doorway to deeper knowing, healing and resolution. Although I am absolutely pumped about what took place there, going deeper is not always appropriate.
Thanks!
Stuart Baker
http://www.consciouscooperation.com
Hi, Stuart. Deeper, shallower. I let the parties tell me the work they want to do, how deep they want to go, and I help them think it through if they’re not sure or if they don’t share the same view on that. My experience is that people in workplace conflict have a tendency to focus too shallowly in the name of “efficiency” (which of course isn’t long-term efficient at all) and that’s where I want to help them think it through. If it is the depth that makes sense, then so be it.
Hi Tammy,
Again, well said. I am sure you guide the parties well with how they look at the conflict and where they want to go with it.
Stuart
Stuart, I meant to ask you this in my las reply and forgot: Can you tell me more about what got you pumped at HNII?
Hi Tammy,
This is my third year going to HNII. The first two years I took Erica Fox’s own trainings, Beyond Yes 1 and 2, which she teaches with a partner. Profound material. Profound connections with others.
Last week I took a workshop on using strong emotion as a tool in mediation, not a barrier. Presented by an Austrian couple, Mario Patera and Ulrike Gamm. Again, profound, really useful. In part we explored our own orientations to strong emotion, what our backgrounds were with it, how that has affected us today, etc.
There are also wonderful group events with an overall gearing toward approaching mediation and negotiation from a deep level of wisdom, heart and intuition, for the most part.
Erica is one of my heroes in the field. My other hero, Ken Cloke, has also been a presenter there for two years now. I am blessed to know both of these people.
I say more in my latest blog at http://consciouscooperation.com/blog/
Thanks, Tammy.
Stuart
Tammy, I will just add that the overall atmosphere supports your own journey toward greater personal depth and self-knowledge. There is optional group gathering and group meditation in the morning, evening events to be enjoyed, and so on. It is top notch stuff with people coming from around the world. All this at Harvard f*^$#@g Law School, as a well known mediator from LA said.
Stuart
It sounds like you found real enjoyment and learning, Stuart. The “using deep emotion as a tool” workshop sounds pretty similar to one I teach to all my mediation grad students (it’s a required course) and it’s my favorite to teach because it’s transforming. I’ve developed a workshop for clients based on it, too.
Dear Dr. Lenski,
Could you please with a table give me differences between conflict resolution and management. with examples tell me what you meant by workplace dynamics and what Stuart Baker means by using strong emotion as the very doorway to deeper knowing, healing and resolution.
Kind Regards
Jeff
Hi Tammy,
Your teaching sounds wonderful. I’d like to hear more.
Take good care,
Stuart
Hello, Jeff, and thanks for leaving a comment!
My take on the difference between conflict resolution and management is that the first focuses on the hope of resolving a specific dispute, while the second focuses on helping people respond to and navigate a state of conflict (a state of being in conflict with one another over a number of different matters).
When I refer to workplace dynamics, I’m generally talking about the ways people interact with one another at work.
And while I can’t speak for Stuart, I can say that when I read his comment about strong emotion, I take it to mean emotion that feels very powerful to the person who’s experiencing it…emotions like anger, fear, deep upset.
Thanks for asking me to clarify my use of these terms!