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Conflict Resolution

Tools for Analyzing, Diagnosing, and Resolving

Organization Conflict

David J. Williamson, PhD, PMP, MCTS

April 9, 2013

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Sources

• The material in this presentation is adapted from:

Furlong, G. T. (2005). The conflict resolution

toolbox: Models & maps for analyzing, diagnosing,

and resolving conflict. Mississauga, Ontario: John

Wiley & Sons Canada.

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The Story so Far

Characters • Bob: BA II (12 years)

• Diane: BA II (1 year)

• Sally: Manager (2 mos)

Act 1 • Sally wants to change the project management processes

• There are complaints

• A new PM methodology is coming

Act 2 • One of the BA II positions is upgraded to BA III

• The BA III position is posted

• Bob and Diane both apply

• Diane gets it

Act 3 • Bob complains

• Sally and the PMO Director have a confrontation: problems with the search

• The BA III position is re-posted

• Diane gets it again

Act 4 • Bob’s performance suffers; he starts coming in late

• Diane has issues with Bob, complains to Sally, confronts Bob

• Bob says he has no issues with Diane, just with Sally—she chose Diane

because she is a woman; alleges discrimination, begins “militant compliance”

• Bob files a formal harassment complaint against Diane

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Case Summary

What are the Issues? What can we do about them?

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Case Summary

What are the Issues? What can we do about them?

New manager

Fear of process changes

Conflict over position posting

Bob’s expectations

Bob’s attitude

Sally and PMO director

Problems with search

Bob’s performance

Diane complaining

Bob triangulating

Bob’s harassment complaint

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Conflict Resolution Tools: Models

1: Circle of Conflict

2: Triangle of Satisfaction

3: Boundary Model

4: Interests / Rights / Power

5: Dynamics of Trust

6: Dimensions of Conflict

7: Social Styles

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Model 1: Circle of Conflict

Relationships • Negative past

experiences

• Stereotypes

• Poor communication

• Negative behavior

patterns

Values • Belief systems

• Right and wrong

• Good and evil

• Just and unjust

External / Moods • Psychological or

physiological factors

• Unrelated factors

• Bad hair day

Data • Lack of information

• Misinformation

• Too much information

• Data collection issues

Structure • Limited resources (time, money)

• Authority issues

• Geographical constraints

• Organizational structures

Relationships

(Interests)

Structure Data

Externals/

Moods

Values

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Circle of Conflict Strategy: Focus below the Line

Data Strategies Structure Strategies Interests Strategies

• Each party explains,

challenges, corrects

data

• Identify and challenge

assumptions

• Jointly gather data

both parties accept

• Jointly assess data

• Identify structural

issues

• Brainstorm solutions

jointly

• Negotiate an

agreement process

• Negotiate participants

• Renegotiate priorities

• Brainstorm ways to

maximize resources

• Identify the full range

of interests

• Focus on common

interests

• Look for solutions

that maximize

interests

• Trade low priority

interests for high

priority interests

More sources of conflict: • Values vs. Data

• Structure vs. Relationship

Getting Stuck: • Values

• Relationships

• Externals/Mood

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Model 2: Triangle of Satisfaction

Strategies

• Focus on common interests

• Work the different types differently

– Results: Solve

– Process: Negotiate ongoing

– Emotion: Never solved

• Move around the triangle

– Process solutions to results impasse

– Results or process solutions to

emotional/psychological impasse

– Psychological solutions to results or

process impasse

– Process solutions to emotional impasse

EMOTION (Psychological)

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Triangle of Satisfaction Strategy: Interests

Results Process Psychological

• Brainstorm ideas

• Jointly problem-solve

• Develop options

• Exchange value

• Compromise

• Bargain, trade

• Negotiate the process

• Include new participants

• Think beyond content

• Look for objective

standards

• Ensure transparency

and fairness

• Emphasize balance and

inclusiveness

• Keep a future/solution

focus

• Don’t solve feelings

• Don’t minimize or

dismiss feelings

• Make them just as

important as other

issues

• Listen, acknowledge,

validate

• Don’t judge: accept and

work through them

• Focus on future

relationship

• Process interventions for Results issues

• Results or Process interventions for Psychological issues

• Psychological interventions for Process issues

Try these:

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Model 5: Dynamics of Trust

T

R

U

S

T

EVENT

Situation

Attribution

Intrinsic Nature

Attribution

Intentional/Hostile

Attribution

Cause: Circumstances

Motives: Good, OK

Cause: Personal nature

Motives: Good, OK, Negative

Cause: Intentional Harm, “Evil”

Motives: Negative, Hostile, Hurtful

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Dynamics of Trust: Strategies

• Focus on procedural trust, not interpersonal trust

• Attributional retraining

Procedural Trust Confidence-Building

Measures

Increased Trust

• Monitoring

• Third party help

• Mutual deterrence

• Risk/reward analysis

• Independent verification

• Unilateral steps to show

good faith

• Reciprocation

• Gradual increase in

trust

• Taking risks

• Fulfilling commitments

• History of

trustworthiness

• Takes time

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Models: When to Use?

Model Advantages Disadvantages

1: Circle of Conflict

2: Triangle of Satisfaction

5: Dynamics of Trust

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Thanks, Q&A, Contact Info

David J. Williamson, PhD, PMP

AAP: david.williamson@advance-auto.com

Office: 540-561-3251

LinkedIn: www.linkedin.com/in/davidjwilliamson/

Walden University: david.williamson2@waldenu.edu

Colorado State University – Global Campus: david.williamson@csuglobal.edu