The Different Techniques For Conflict Resolution With Facilitation

The work environment within organisational management is dynamic and stressful. Conflict can be expected when two or more stakeholders have different opinions or interests. It can occur, and team managers can spend much time managing it and the resultant fallout. Conflicts happen for many reasons, such as schedule priorities, scarce resources, political or technical reasons, and personal issues.

If appropriately managed, conflict resolution can build trust and sometimes bring new ideas and opportunities. Proper conflict resolution can differentiate between positive and negative outcomes, and an incorrect solution can negatively affect an organisation.

Suppose a team manager fails to resolve conflicts effectively. In that case, their team Members will lose trust in them and each other, weakening the team's ability to work together and detracting from an organisation’s success. A team manager must deal with conflict before it is beyond repair. The following are a few consequences of improper conflict resolution:

• Low team morale.

• Negative impact on the team manager’s authority.

• Increased number of personal clashes.

• Low productivity and efficiency.

• Low-quality work.

A team manager must often monitor and resolve conflicts quickly to prevent them from becoming significant. There are typically five conflict resolution techniques, amongst others:

• Withdraw/Avoid.

• Smooth/Accommodate.

• Compromise/Reconcile.

• Force/Direct.

• Collaborate/Problem Solve.

To discuss each technique in more detail:

Withdraw or Avoid: In this conflict resolution technique, a team manager can avoid the conflict or retreat and allow it to resolve itself. This technique is beneficial when the stakes are low and the conflict will likely disappear, and can be used in the following cases:

• Individuals involved in the conflict are not significant stakeholders.

• The issue can be a manageable time investment.

• An intense argument has already happened, and individuals need time to cool off.

• If the team manager does not have enough information to use other techniques.

This technique saves time that a team manager can invest in other productive activities. It is an excellent approach to apply to low-level conflicts, giving the team manager enough time to prepare if the conflict re-emerges.

However, withdrawing from or avoiding a conflict may weaken the team manager's position because parties may assume that the team manager has an unfair bias and lacks the skills and authority to deal with disputes.

The main issue with this conflict resolution technique is that it could be argued that it is not a dispute management technique because it avoids conflict when it arises. A team manager needs to act quickly to avoid the negative impacts of disputes and arguments.

Smooth or Accommodate: This technique deals with finding areas of agreement, tries to smooth the situation, and circumvents challenging discussions. In smoothing, a team manager gives more consideration to one party than the other.

The team manager tries to downplay the seriousness of the situation and behaves as if the problem never existed. This technique is helpful in the following cases:

• More time is needed to deal with the conflict.

• When a temporary solution to the problem is required.

• If the conflict is minor and involves less influential stakeholders.

This technique requires little effort. A team manager can focus on essential issues while ignoring unimportant arguments. The situation can be handled simply while bringing harmony, creating goodwill, and providing enough time to find a permanent solution.

Suppose a team manager needs to bring a balanced approach to smoothing. In that case, one party may take advantage of the situation since the team manager is giving them more consideration, and members of the party not being accommodated may question the team manager's authority or stop reporting conflicts. This technique is not recommended as it often weakens the team manager’s control.

Compromise or Reconcile: A team manager takes suggestions from both sides and tries to partially satisfy both parties. This technique is valid when the stakeholders involved in the conflict hold equal power. A team manager may use this technique in the following cases:

• All parties involved in the conflict need to win.

• When the team manager has an equal relationship with both parties.

• Collaborative and forcing techniques have yet to work.

• When a team manager needs a temporary solution to move forward quickly.

This technique brings quick results, lowers stress, and keeps all parties placated until a permanent solution is found. A team manager can solve a conflict and gain enough time to find a better solution. However, this technique only generates trust in the short run.

All parties remain unsatisfied, and the conflict could resurface at any time. Morale is not being built. The team manager may be required to intervene sooner to ensure all parties abide by the agreement.

Force or Direct: A team manager agrees with one party’s viewpoint and enforces their wishes. This is a win-lose situation and risks demoralising the team. This conflict-resolution technique can be used in the following cases:

• When a team manager needs a quick solution.

• Where it is easy to define when one party is correct and the other is incorrect.

• When the stakeholders on the conflict's losing side are unimportant.

• If the relationship with those stakeholders is not essential.

This technique provides a quick solution to the problem. It requires almost no effort from the team manager and may help establish the team manager’s authority. However, using this technique may leave a negative impression on the team manager and result in opportunities lost from the opposing party's viewpoint. A team manager must refrain from applying this technique with high-power stakeholders, as sometimes it may backfire and worsen the conflict.

Collaborate or Problem Solve: In this technique, a team manager discusses the issue with all parties to agree on a solution while considering multiple viewpoints. The team manager may use this technique in the following cases:

• When a team manager wants to incorporate multiple views.

• If the people involved in the conflict are influential.

• When a consensus is required.

• If the team manager wants to distribute responsibility equally to all parties.

This fundamental problem-solving technique gives a final solution to the conflict. It brings consensus, commitment, and shared responsibility for the outcome. This technique creates a win-win situation as it builds confidence in the team, earns respect, and establishes authority.

A team manager cannot use this technique with all conflicts when they need a quick solution, because it takes time and effort. It is generally used for disputes which may severely affect an organisation.
 
Conflicts exist throughout an organisation as people battle to find solutions to arguments, disputes, or differences of opinion. They can occur as people struggle to find their place within a team, for political reasons or because of a genuine difference of opinion based on their knowledge surrounding the dispute at the time it occurs.

People involved in disputes become fixated on winning the battle, come what may, leading to wasted time and effort that could be more effectively used to achieve the organisation's aims and objectives. Dispute resolution skills can be used to great effect to reduce this impact on organisational cohesiveness. 

How and when differences of opinion are settled affects the morale of the rest of the organisation and the reputation of the team manager within whose area the dispute occurs. The key is to settle the dispute as quickly as possible to the satisfaction of all concerned to prevent it from affecting organisational efficiency and effectiveness.

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