As noted in the first two parts of this series, managers must use effective communication skills to identify and prevent unnecessary conflicts. Now let's look at how to manage the other form of conflict: resolvable conflict. Let's start the same way we did with unnecessary conflict -- with an outline of a 10-step problem solving approach.

What Causes Resolvable Conflict

Resolvable conflict occurs when viewpoints clash because of the opposing needs, goals, values or interests of the individuals involved. An example of resolvable conflict is when two employees from different departments within the same organization (for instance, sales versus production) blame each other for creating the problem.

Setting the Stage for Resolving Resolvable Conflict

As suggested by the name, resolvable conflict is within a manager's control. An effective way to resolve the resolvable conflict is with a simple problem-solving approach. Before you begin, keep the following things in mind:

1. Conflict can be a productive way to work out problems or an emotional vent session that harms relationships. Know how to recognize the differences so you can engage in the former and avoid the latter. Be aware of your own needs and trigger points. This will help you keep things in perspective, contain your emotions and reach a resolution.
2. Cultivate a neutral tone of voice. Understand that perceptions are important and that it's not just what you say but how you say it. Encourage employees to air their differences with you and not to see you as a threat. This should induce them to come to you at an early stage when most problems are easier to resolve.
3. Be respectful, listen to arguments and defuse emotions before pushing for a resolution. People need to calm down before they can think rationally and commit to working out a solution. Keep at it. Don't assume differences can't be reconciled because you can't come to an agreement immediately.
4. Keep an open mind. Hear what they have to say first. Then bring up your own ideas. Don't try to force your viewpoints and ideas on others.

The 10-Step Conflict Resolution Process

Let's translate these principles into specific action steps:

Step 1. Appeal to the Other Side for Help in Finding a Solution

If you ask the employee for help in solving the problem, he will be more cooperative and won't feel accused or threatened.

Step 2. Listen to the Other Point of View

Don't just hear. Listen actively so you fully understand the person's needs. Ask for clarification if necessary and communicate what you have understood.

Step 3. Explain Your Point of View

Speak clearly and unemotionally and make sure the other person understands what you're saying. Using "I Statements," communicate your position and needs clearly and simply, if possible, without referring to the opposing point of view. Try to clarify what you mean, then ask the other person to review what you said.

Step 4. Clarify and Define the Issue Together

Once both points of view have been aired, restate the issue in simple terms. Ask the other person to confirm that this statement reflects his view of the issue. Once you've agreed on what the issue is, you stand a much better chance of resolving it.

Step 5. Establish the Common Goal

At this point, the two of you should pose and answer the following question: "What result or outcome are we both looking for?? Alternatively, state: ?This issue will be resolved when __________." Then fill in the blank. ?

Step 6. Brainstorm Possible Solutions

Generate a number of possible solutions without actually evaluating them. The more ideas you come up with, the greater the range of alternatives. Thus, effective brainstorming is the key to creative and innovative solutions.

Step 7. Select the Solution that Best Meets Both of Your Needs

Only after the ideas are on the table should you proceed to evaluate them. Keep in mind that the best solutions are often combinations or reworkings of ideas. Be prepared to experiment. In many cases, the "crazy" ideas that sounded implausible when you brainstormed them actually work when they're tweaked and considered in the light of the other suggestions. In fact, this is how creative solutions are fostered. Agree on the solution that you would both like to try and write it down with the understanding that you might have to make revisions later.

Step 8. Develop a Plan of Action

Take the written solution and plan the actions that must be taken to ensure its success. Determine who will do what, where, when and how. Make a schedule and give a copy to everyone involved. Set checkpoints to assess progress. Decide what criteria will be used to measure success.

Step 9. Put the Plan into Effect

Each party should complete the steps set out in the plan of action. Usually, you'll need to provide for follow-up action, especially when formidable obstacles have to be overcome.

Step 10. Evaluate the Success of the Plan

The final step is to work together to measure and ensure the success of the plan you've agreed on. During the meeting in which you hammered out the solution, schedule a time to meet to determine how well it's working and whether it's necessary to make adjustments or even scrap the plan and come up with an alternative.

Conclusion

To the extent that you follow all 10 steps of this conflict resolution process, it reflects how much you both value your working relationship and want good results. More often than not, this alone is a catalyst for a successful resolution. Next week, we'll use scenarios to demonstrate the right and wrong ways to implement the principles of resolvable conflict management.

JOKE OF THE WEEK
Brokeback Mountin'

By Barry Weissman

The usher in a movie theatre finds a guy sprawled across three seats.  He says to the guy, "I'm sorry sir, you've only paid for one seat and you need to sit up."

The guy just grunts.

The usher repeats, "If you don't sit up, I'll have to get the manager."

The guy just grunts.

So the usher gets the manager who comes up to the guy and tells him to sit up.

The guy just grunts.

So the manager says, "Sir, this is your last warning. If you don't sit up, I'm going to call the police."

The guy just grunts.

Well, the police officer arrives. He observes the situation and asks, "What's you name?"

The guy grunts, "Sam."

The police officer says, "Sam, where did you come from?"

Sam grunts, "The balcony."

Do you have a favorite joke you've used in a safety meeting? Share them with your colleagues and send them to catherinej@bongarde.com. Let us know if we can use your name/company name.

SPOT THE SAFETY HAZARD

What if Ebeneezer Scrooge had been a safety director?

The Ebeneezer Scrooge Edition

By Glenn Demby

"You better not shout, you better not cry. . ."

Can you spot the safety hazard?

Answer

Failure to warn others of a safety hazard is a serious danger. If you see such a hazard, you better shout and you better cry.

NOTE: You can buy a decorative poster containing 10 Ebeneezer Scrooge “Spot the Safety Hazards” and some other pretty cool holiday posters from the website of our parent company, Bongarde Media, at http://www.safetyposter.com/2720.html.

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