5 ways to resolve a conflict effectively

Ways to resolve conflict effectively may vary depending on how the notion of conflict itself is understood. They may also vary according to the specific context in which it occurs. For example, a strategy that is applied to resolve a conflict in the family may not be effective, but it may be effective to resolve a conflict within an organization.

However, the social sciences have offered us different guidelines to generate resolution strategies that are more or less applicable to different contexts. Next we will see a brief definition of conflict offered by psychology; followed by 5 ways to resolve conflict effectively that some experts in conflict and negotiation theories have proposed.

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What is a conflict?

Organizational psychologist Mary Parket Follet (ct. in Domínguez Bilbao and García Dauder, 2005) defines conflict as the result of a difference, which is, in turn, an interaction of desires. Beyond ethical prejudice (beyond whether the conflict is good or bad), it is about the appearance of a difference of opinions and interests.

According to Domínguez Bilbao and García Dauder (2005), the understanding of the conflict has had different facets throughout its history. Previously, it was understood and treated as a negative element, and therefore something to be avoided. From there, the causality of the conflict was understood from dysfunctional elements, which were then translated into individual, group or communication behaviors and situations.

Subsequently, the conflict was thought from its benefits, that is, from its possible advantages. Since then the conflict has been assumed as an unavoidable element within groups and organizations; not necessarily negative, but as another opportunity to broaden the horizons of interaction and management.

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5 strategies and tips to resolve a conflict effectively

Theories on conflict and negotiation have been developed in an important way in psychology, impacting especially the field of organizations, but also other areas where relationships are analyzed interpersonal.

In the 1981s, American conflict resolution and negotiation experts William Ury, Roger Fisher, and Bruce Patton published a book called get the yes. In it, they described 5 ways to resolve a conflict effectively, through negotiation. These forms are still in force to this day and can be applied in different contexts. We describe them below.

1. people are not the problem

The conflict has effects at the level of individual experiences, that is, it involves emotions, values ​​and points of view. In many cases this is forgotten or no longer prioritized because we focus more on organizational interests. In this case, the authors explain that effective negotiation starts with separating the people from the problem, that is, analyze the problem independently of who we attribute responsibility for it.

To do that, we are advised to think of conflicts as rooted in one of the following three dimensions: perception, emotion, or communication. Recognize the latter to remain empathetic towards others; to not place responsibility for the conflict on other people, and to avoid emotionally explosive reactions. Likewise, it can help us stay focused on our interests so as not to give in more than is appropriate.

2. The main thing is the interests

In line with the above, the authors tell us that behind the positions that people we assume before a conflict, there are a series of interests that motivate us, and sometimes hide.

If, instead of standing firm on our positions, we worry about exploring the interests that are behind it, we will very likely find that there are both shared and shareable needs and interests. In turn, the latter allows us to reach an effective negotiation.

In short, since the conflict is above all a confrontation of different interests, it is important to focus on these, rather than on the positions that we individually take.

3. Seek mutual benefit

Another of the principles of conflict resolution and negotiation is to generate options for mutual benefit. It often happens that during a conflict situation, it is thought that there is no way for everyone to benefit from the final decision.

This hinders the negotiation process, and in general terms it occurs due to four quite frequent obstacles: making premature judgments; look for unique answers; think that the conflict has a fixed form; and think that the solution of the problem is the problem itself. The authors explain that through an empathic attitude we can seek mutual benefit. In other words, we can offer negotiation options that at least partially favor all parties.

4. Prioritize objective criteria

The authors recommend that we remain insistent that objective criteria be used from the start of the negotiation. In other words, without giving up empathy and "win-win", we have to be realistic and assume that sometimes there will be differences that are only reconcilable under very high costs, at least for some of the parties. With which, in this case, the negotiation has to be carried out on bases independent of the wills of those who are involved.

5. Take power relationships into account.

Finally, the authors explain that effective conflict resolution may be unlikely in cases where influence, power and authority are vested in only one of the parties interested. In this case, negotiation consists of trying not to agree on something that goes totally against our principles or interests, and try to take advantage of the agreements and final decisions as much as possible, even if they are taken unilaterally.

Bibliographic references:

• Dominguez Bilbao, R. and Garcia Dauder, S. (2005). Constructive conflict and integration in the work of Mary Parket Follet. Digital Athena, 7: 1-28.
• Leader Summaries (2003-2018). Summary of the book “Get the yes, the art of negotiating without giving in”. Abridged Business Book Library. Retrieved July 6, 2018. Available in https://www.leadersummaries.com/ver-resumen/obtenga-el-si.