In these turbulent economic times, organizational conflict abounds. However, contrary to popular belief, conflict is neither good nor bad.  Rather, conflict is merely a symptom that something is not working, and change needs to occur.  The effect of conflict is determined by how we manage it.  Mismanaged conflict may lead to poor decision-making, absenteeism, and turnover.

The P.E.A.C.E.© Model of Conflict Management is a tool that can help organizational leaders deal with conflict. 

Perception clarification – Many conflicts are rooted in assumptions based on personal history, and conflicts can be exacerbated when we construct our reality based upon our experiences. 

Empathetic listening – When we listen to understand (rather to respond), we can identify and address emotions that influence perceptions of the conflict.

Appreciate diversity - Although diverse groups are creative and innovative, varied perspectives can lead to aggressive behavior.  Exploring differences and sharing experiences helps employees understand and appreciate diversity.

Collaborative problem-solving – When people work together to resolve problems, the quality and longevity of the decisions are improved.  

Emotional intelligence - Emotions are a part of life, and they are not checked at the office door. Becoming aware of and sensitive to underlying feelings helps leaders make more appropriate responses to potential conflict situations.

When conflict is dealt with effectively, the benefits include a more peaceful, motivated, and productive workforce. 

The P.E.A.C.E.© Model is copyrighted by LaVena Wilkin, Ph.D

One of the most powerful tools we have in our conflict resolution toolbox is empathetic listening.  Humans have a compelling need to be understood and respected,Emotional Intelligenceand being an empathetic listener is a clear sign that we understand and respect the speaker’s perceptions, ideas, and feelings.  Empathy allows us to view the world through the other person’s lens and to understand what that person feels and experiences. Empathetic listening requires us to listen to understand, rather than listen to respond.  When we suspend our own ideas and agendas and empathetically listen, we will hear the underlying meaning of the message, rather than the spoken words.  Not only will empathically listening enhance interpersonal communication and transform relationships, but it will also help us uncover and address root causes of problems that exacerbate conflicts. To improve your empathetic listening skills practice:

·         Giving your full time, attention, and effort to the other person

·         Using total body listening by facing the speaker and maintaining eye contact

·         Watching the speaker’s body language for hidden messages

·         Making comments that encourage the speaker to share feelings and perceptions (Example: Please tell me more about that.)

·         Acknowledging and naming feelings (Example: I can see you are really frustrated.)

When we listen empathetically, we engage our hearts, not our minds and ears.  When we are able to accomplish this, we will identify and address emotions that influence perceptions of the conflict, uncover the true meaning of the communication, and enjoy more productive outcomes. 

Conflict, like death and taxes, is inevitable, and the workplace is a breeding ground for unproductive conflict.  Consider that organizational culture consists of shared values, beliefs, assumptions, perceptions, and norms. Add to that the fact that organizations are complex coalitions of individuals, departments, and divisions—each competing for perceived scarce resources, such as funding, access to those in power, and time. Stir in a little power imbalance and organizational political posturing. Then, add the fact that today’s managers are faced with diversity and cultural issues ranging from race and gender to individual heritage, values, and beliefs. Shake all that together and you have a workplace that is bubbling over with conflicted people and situations.  

Although 30-40% of a manager's daily activities are devoted to dealing with conflicts, many people are ill-equipped to manage these issues.  The good news is everyone can learn skills that will improve communications, transform relationships, and enhance quality of life at work.  The basis of this transformation is perception clarification. Since we construct our reality based on experiences, we have different perceptions about how conflicts happen, why they occur, and what it takes to resolve them.  

On the path to perception clarification, ask

• What is the lens through which we view the situation?
•  What are our individual and shared needs?
•  What role did each of us play in the conflict?
•  Have we listened well and asked illuminating questions? 

Clarifying perceptions is the first step in transforming conflict situations from stressful to successful.   

Within organizations, diversity is the mosaic of genders, ethnicities, ages, personalities, communication styles, and educational levels.  Diverse work groups not only design more innovative products, processes, and services that address the multiplicity of needs from their diverse and global customers, but they also present a wealth of ideas and insights that can lead to creative problem-solving and decision-making.  From a human resource perspective, organizations with a reputation for appreciating diversity are likely to attract and retain qualified and motivated employees.    

Even though diversity can have numerous organizational benefits, divergent views may result in interpersonal conflicts.  However, part of a manager’s job is to help the contrasting pieces of the mosaic work harmoniously together and to make the best use of each employee’s unique talents and abilities.  In part, conflicts may be assuaged and harmony may increase when managers model and help others to do the following:

-           Respect others, themselves, and the differences.

-           Tolerate ambiguities in language, styles, and behaviors

-           Become self-aware to assure you understand your reactions

-           Practice empathy to feel what someone who is different from you might be feeling

-           Maintain a sense of humor because when we lose our sense of humor, we lose our sense of humanity and our perspective

When diversity is appreciated, it can be a source of harmony and organizational growth. Managers who model their appreciation of diversity help to create a vision, build awareness, inspire others, and facilitate positive organizational change.

 Given the challenging economic times many organizations are facing, organizational leaders are forced to review and change policies, procedures, and strategies.  Change, while not always welcome, is inevitable if organizations are to survive and thrive.

Paradoxically, change is both an antecedent and a consequence of conflict. It leads to exciting opportunities to transform relationships or revolutionize practices, and when the change is properly managed, the workplace is more collaborative and harmonious.  

Unfortunately, when changes, and the resultant conflicts, are mismanaged, the well-oiled organizational machine can sputter and stall on the side of the road.  Disputes, sabotage, inefficiency, and low morale are all warning signs that unproductive conflict is about to halt a firm’s progress. 

Organizational conflict is often a manifestation of displeasure resulting from incongruent goals, expectations, or interests, and change may exacerbate discontent leaving employees feeling unsettled and unproductive.  In times of change, hierarchical management styles are less effective.  Teamwork is the norm, and in downsized firms fewer people are asked to do more with fewer resources.  As a result, companies are looking for better ways to accomplish their vision and goals. One of these approaches is collaborative problem-solving. 

When implementing collaborative problem-solving strategies, consider these suggestions by Roger Fisher and William Ury of the Harvard Project on Negotiation:

• Separate the people from the problem
• Focus on the interest, not the positions
• Generate a variety of options before deciding what to do
• Insist that the solution be based on objective criteria that is linked to the organization’s vision and mission

 Adopting a collaborative approach to conflict identification, containment, and resolution can provide a spark that ignites creativity, innovation, and improvements in dynamic organizations.