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5 Strategies for Conflict Resolution in the Workplace

• 07 Sep 2023

Any scenario in which you live, work, and collaborate with others is susceptible to conflict. Because workplaces are made up of employees with different backgrounds, personalities, opinions, and daily lives, discord is bound to occur. To navigate it, it’s crucial to understand why it arises and your options for resolving it.

Common reasons for workplace conflict include:

• Misunderstandings or poor communication skills
• Differing opinions, viewpoints, or personalities
• Biases or stereotypes
• Variations in learning or processing styles
• Perceptions of unfairness

Although conflict is common, many don’t feel comfortable handling it—especially with colleagues. As a business leader, you’ll likely clash with other managers and need to help your team work through disputes.

Here’s why conflict resolution is important and five strategies for approaching it.

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Why Is Addressing Workplace Conflict Important?

Pretending conflict doesn’t exist doesn’t make it go away. Ignoring issues can lead to missed deadlines, festering resentment, and unsuccessful initiatives.

Yet, according to coaching and training firm Bravely , 53 percent of employees handle “toxic” situations by avoiding them. Worse still, averting a difficult conversation can cost an organization $7,500 and more than seven workdays.

That adds up quickly: American businesses lose $359 billion yearly due to the impact of unresolved conflict.

As a leader, you have a responsibility to foster healthy conflict resolution and create a safe, productive work environment for employees.

“Some rights, such as the right to safe working conditions or the right against sexual harassment, are fundamental to the employment relationship,” says Harvard Business School Professor Nien-hê Hsieh in the course Leadership, Ethics, and Corporate Accountability . “These rights are things that employees should be entitled to no matter what. They’re often written into the law, but even when they aren’t, they’re central to the ethical treatment of others, which involves respecting the inherent dignity and intrinsic worth of each individual.”

Effectively resolving disputes as they arise benefits your employees’ well-being and your company’s financial health. The first step is learning about five conflict resolution strategies at your disposal.

Related: How to Navigate Difficult Conversations with Employees

While there are several approaches to conflict, some can be more effective than others. The Thomas-Kilmann Conflict Model —developed by Dr. Kenneth W. Thomas and Dr. Ralph H. Kilmann—outlines five strategies for conflict resolution:

• Accommodating
• Compromising
• Collaborating

These fall on a graph, with assertiveness on the y-axis and cooperativeness on the x-axis. In the Thomas-Kilmann model, “assertiveness” refers to the extent to which you try to reach your own goal, and “cooperativeness” is the extent to which you try to satisfy the other party’s goal.

Alternatively, you can think of these axis labels as the “importance of my goal” and the “importance of this relationship.” If your assertiveness is high, you aim to achieve your own goal. If your cooperativeness is high, you strive to help the other person reach theirs to maintain the relationship.

Here’s a breakdown of the five strategies and when to use each.

1. Avoiding

Avoiding is a strategy best suited for situations in which the relationship’s importance and goal are both low.

While you’re unlikely to encounter these scenarios at work, they may occur in daily life. For instance, imagine you’re on a public bus and the passenger next to you is loudly playing music. You’ll likely never bump into that person again, and your goal of a pleasant bus ride isn’t extremely pressing. Avoiding conflict by ignoring the music is a valid option.

In workplace conflicts—where your goals are typically important and you care about maintaining a lasting relationship with colleagues—avoidance can be detrimental.

Remember: Some situations require avoiding conflict, but you’re unlikely to encounter them in the workplace.

2. Competing

Competing is another strategy that, while not often suited for workplace conflict, can be useful in some situations.

This conflict style is for scenarios in which you place high importance on your goal and low importance on your relationships with others. It’s high in assertiveness and low in cooperation.

You may choose a competing style in a crisis. For instance, if someone is unconscious and people are arguing about what to do, asserting yourself and taking charge can help the person get medical attention quicker.

You can also use it when standing up for yourself and in instances where you feel unsafe. In those cases, asserting yourself and reaching safety is more critical than your relationships with others.

When using a competing style in situations where your relationships do matter (for instance, with a colleague), you risk impeding trust—along with collaboration, creativity, and productivity.

3. Accommodating

The third conflict resolution strategy is accommodation, in which you acquiesce to the other party’s needs. Use accommodating in instances where the relationship matters more than your goal.

For example, if you pitch an idea for a future project in a meeting, and one of your colleagues says they believe it will have a negative impact, you could resolve the conflict by rescinding your original thought.

This is useful if the other person is angry or hostile or you don’t have a strong opinion on the matter. It immediately deescalates conflict by removing your goal from the equation.

While accommodation has its place within organizational settings, question whether you use it to avoid conflict. If someone disagrees with you, simply acquiescing can snuff out opportunities for innovation and creative problem-solving .

As a leader, notice whether your employees frequently fall back on accommodation. If the setting is safe, encouraging healthy debate can lead to greater collaboration.

Related: How to Create a Culture of Ethics and Accountability in the Workplace

4. Compromising

Compromising is a conflict resolution strategy in which you and the other party willingly forfeit some of your needs to reach an agreement. It’s known as a “lose-lose” strategy, since neither of you achieve your full goal.

This strategy works well when your care for your goal and the relationship are both moderate. You value the relationship, but not so much that you abandon your goal, like in accommodation.

For example, maybe you and a peer express interest in leading an upcoming project. You could compromise by co-leading it or deciding one of you leads this one and the other the next one.

Compromising requires big-picture thinking and swallowing your pride, knowing you won’t get all your needs fulfilled. The benefits are that you and the other party value your relationship and make sacrifices to reach a mutually beneficial resolution.

5. Collaborating

Where compromise is a lose-lose strategy, collaboration is a win-win. In instances of collaboration, your goal and the relationship are equally important, motivating both you and the other party to work together to find an outcome that meets all needs.

An example of a situation where collaboration is necessary is if one of your employees isn’t performing well in their role—to the point that they’re negatively impacting the business. While maintaining a strong, positive relationship is important, so is finding a solution to their poor performance. Framing the conflict as a collaboration can open doors to help each other discover its cause and what you can do to improve performance and the business’s health.

Collaboration is ideal for most workplace conflicts. Goals are important, but so is maintaining positive relationships with co-workers. Promote collaboration whenever possible to find creative solutions to problems . If you can’t generate a win-win idea, you can always fall back on compromise.

Considering Your Responsibilities as a Leader

As a leader, not only must you address your own conflicts but help your employees work through theirs. When doing so, remember your responsibilities to your employees—whether ethical, legal, or economic.

Leadership, Ethics, and Corporate Accountability groups your ethical responsibilities to employees into five categories:

• Well-being: What’s ultimately good for the person
• Rights: Entitlement to receive certain treatment
• Duties: A moral obligation to behave in a specific way
• Best practices: Aspirational standards not required by law or cultural norms
• Fairness: Impartial and just treatment

In the course, Hsieh outlines three types of fairness you can use when helping employees solve conflicts:

• Legitimate expectations: Employees reasonably expect certain practices or behaviors to continue based on experiences with the organization and explicit promises.
• Procedural fairness: Managers must resolve issues impartially and consistently.
• Distributive fairness: Your company equitably allocates opportunities, benefits, and burdens.

Particularly with procedural fairness, ensure you don’t take sides when mediating conflict. Treat both parties equally, allowing them time to speak and share their perspectives. Guide your team toward collaboration or compromise, and work toward a solution that achieves the goal while maintaining—and even strengthening—relationships.

Are you interested in learning how to navigate difficult decisions as a leader? Explore Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free guide to becoming a more effective leader.

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How to Navigate Conflict with a Coworker

Seven strategies to help you make progress with even the most difficult people

Interpersonal conflicts are common in the workplace, and it’s easy to get caught up in them. But that can lead to reduced creativity, slower and worse decision-making, and even fatal mistakes. So how can we return to our best selves? Having studied conflict management and resolution over the past several years, the author outlines seven principles to help you work more effectively with difficult colleagues: (1) Understand that your perspective is not the only one possible. (2) Be aware of and question any unconscious biases you may be harboring. (3) View the conflict not as me-versus-them but as a problem to be jointly solved. (4) Understand what outcome you’re aiming for. (5) Be very judicious in discussing the issue with others. (6) Experiment with behavior change to find out what will improve the situation. (7) Make sure to stay curious about the other person and how you can more effectively work together.

Early in my career I took a job reporting to someone who had a reputation for being difficult. I’ll call her Elise. Plenty of people warned me that she would be hard to work with, but I thought I could handle it. I prided myself on being able to get along with anyone. I didn’t let people get under my skin. I could see the best in everyone.

• Amy Gallo is a contributing editor at Harvard Business Review, cohost of the Women at Work podcast , and the author of two books: Getting Along: How to Work with Anyone (Even Difficult People) and the HBR Guide to Dealing with Conflict . She writes and speaks about workplace dynamics. Watch her TEDx talk on conflict and follow her on LinkedIn . amyegallo

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106 Conflict Resolution Essay Topic Ideas & Examples

Inside This Article

Conflict resolution is an essential skill that plays a crucial role in various aspects of our lives. Whether it is in personal relationships, the workplace, or even on a global scale, conflicts are inevitable. However, it is how we address and resolve these conflicts that determines the outcome and impact they have on our lives and the world around us.

Writing an essay on conflict resolution can provide a deeper understanding of this skill and its significance. To help you get started, here are 106 conflict resolution essay topic ideas and examples:

• The importance of conflict resolution in personal relationships.
• Conflict resolution techniques used in international diplomacy.
• The role of empathy in conflict resolution.
• Conflict resolution strategies for parents and children.
• The impact of unresolved conflicts on mental health.
• Conflict resolution in the workplace: best practices.
• The role of effective communication in resolving conflicts.
• Conflict resolution in multicultural societies.
• The influence of gender on conflict resolution.
• Conflict resolution and negotiation skills in business.
• The role of compromise in resolving conflicts.
• Conflict resolution in online communities.
• The impact of conflict resolution on organizational productivity.
• Conflict resolution and its effect on community building.
• The role of forgiveness in conflict resolution.
• Conflict resolution in educational settings.
• Conflict resolution in the criminal justice system.
• The impact of cultural differences on conflict resolution.
• Conflict resolution in the healthcare industry.
• Conflict resolution in sports teams.
• Conflict resolution and human rights.
• The role of power dynamics in conflict resolution.
• Conflict resolution and social media.
• The impact of conflict resolution on economic development.
• Conflict resolution in environmental disputes.
• Conflict resolution and international cooperation.
• The role of mediation in conflict resolution.
• Conflict resolution in the family business.
• The impact of conflict resolution on personal growth.
• Conflict resolution and social justice.
• Conflict resolution and restorative justice.
• The role of negotiation in conflict resolution.
• Conflict resolution in political campaigns.
• The impact of conflict resolution on romantic relationships.
• Conflict resolution in the classroom.
• Conflict resolution and conflict prevention.
• The role of compromise in international conflicts.
• Conflict resolution and the media.
• Conflict resolution in the digital age.
• The impact of conflict resolution on community engagement.
• Conflict resolution and public policy.
• Conflict resolution and mental health stigma.
• The role of leadership in conflict resolution.
• Conflict resolution in the family court system.
• Conflict resolution and peacebuilding.
• The impact of conflict resolution on employee satisfaction.
• Conflict resolution in the nonprofit sector.
• Conflict resolution and social inequality.
• The role of trust in conflict resolution.
• Conflict resolution in the music industry.
• Conflict resolution in urban planning.
• The impact of conflict resolution on interpersonal relationships.
• Conflict resolution in the military.
• Conflict resolution and workplace diversity.
• The role of emotions in conflict resolution.
• Conflict resolution and environmental conservation.
• Conflict resolution in international trade disputes.
• Conflict resolution and community policing.
• The impact of conflict resolution on team dynamics.
• Conflict resolution in diplomatic negotiations.
• Conflict resolution and conflict transformation.
• The role of dialogue in conflict resolution.
• Conflict resolution and social change.
• Conflict resolution in healthcare teams.
• Conflict resolution and human rights violations.
• The impact of conflict resolution on organizational culture.
• Conflict resolution in online gaming communities.
• Conflict resolution and the justice system.
• The role of compromise in interpersonal conflicts.
• Conflict resolution and urban development.
• Conflict resolution in the tech industry.
• The impact of conflict resolution on workplace communication.
• Conflict resolution and gender equality.
• Conflict resolution in community organizations.
• Conflict resolution and sustainable development.
• The role of active listening in conflict resolution.
• Conflict resolution in international peacekeeping missions.
• Conflict resolution and social entrepreneurship.
• The impact of conflict resolution on employee well-being.
• Conflict resolution in the film industry.
• Conflict resolution and environmental justice.
• The role of negotiation in interpersonal conflicts.
• Conflict resolution in public health emergencies.
• Conflict resolution and poverty reduction.
• Conflict resolution in online dating.
• The impact of conflict resolution on family dynamics.
• Conflict resolution and international human rights law.
• Conflict resolution and workplace ethics.
• The role of compromise in political conflicts.
• Conflict resolution in the fashion industry.
• Conflict resolution and sustainable agriculture.
• Conflict resolution in international aid organizations.
• The impact of conflict resolution on organizational effectiveness.
• Conflict resolution in online marketing campaigns.
• Conflict resolution and racial justice.
• The role of empathy in interpersonal conflicts.
• Conflict resolution in disaster response efforts.
• Conflict resolution and social media activism.
• The impact of conflict resolution on team performance.
• Conflict resolution in international business transactions.
• Conflict resolution and sustainable tourism.
• Conflict resolution in humanitarian interventions.
• The role of compromise in environmental conflicts.
• Conflict resolution and sustainable energy.
• Conflict resolution in international sports competitions.
• The impact of conflict resolution on community empowerment.

These essay topics cover a wide range of areas where conflict resolution plays a significant role. Whether you are interested in personal relationships, international affairs, or social justice, there is a topic that suits your interests. Remember to conduct thorough research and provide examples to support your arguments. Good luck with your essay!

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Article • 9 min read

Conflict Resolution

8 ways to resolve conflict in the workplace.

By the Mind Tools Content Team

Where there are people, there is conflict. We each have our values, needs and habits, so it's easy to misunderstand or irritate one another – or worse, to fall into conflict.

Left unchecked, conflict can lead to bad decisions and outright disputes, bullying or harassment. Teamwork breaks down, morale drops, and projects grind to a halt. Organizations feel the hit with wasted talent, high absenteeism, and increased staff turnover.

But conflict can be resolved. What's more, it can bring issues to light, strengthen relationships, and spark innovation – so long as you don't try to ignore it!

In this article, we'll explore different types of conflict, what causes conflict, and how to reach a positive outcome when you find yourself in conflict with a co-worker. (To identify the signs of conflict occurring between other people and to help them overcome their conflict with one another, we recommend our follow-on article, Resolving Team Conflict .)

Conflict Resolution Definition

Generally, workplace conflicts fall into two categories:

• Personality conflict or disagreements between individuals. These clashes are driven and perpetuated by emotions such as anger, stress and frustration.
• Substantive conflict is tangible and task-related, like the decisions leaders make, the performance of a team member, or your company's direction.

If unaddressed, both can spiral into wider conflict between teams, departments or businesses. Conflict resolution can be defined as the process of identifying, addressing, and resolving disagreements or disputes among employees in a professional setting, thereby fostering a positive and productive work environment.

What Causes Conflict at Work?

Some of the most common causes of workplace conflict are:

• Unclear responsibilities . Some team members may feel they do more work than others, or resent those who seem to have fewer responsibilities. Blame and frustration can build due to duplicated work or unfinished tasks.
• Competition for resources . Time, money, materials, equipment, and skillsets are finite resources. Competition for them can lead to conflict.
• Different interests . People may focus on personal or departmental goals over organizational ones. Or be held up and frustrated by others who they rely on to do their jobs effectively.

Read our article on Bell and Hart's Eight Causes of Conflict for more sources of – and solutions to – disputes.

Five Conflict Resolution Strategies

When you find yourself in a conflict situation, these five strategies will help you to resolve disagreements quickly and effectively:

1. Raise the Issue Early

Keeping quiet only lets resentment fester. Equally, speaking with other people first can fuel rumor and misunderstanding.

So, whether you're battling over the thermostat or feel that you're being micromanaged, be direct and talk with the other party. However, if you're afraid of making that approach, or worry that it may make the problem worse, speak with your manager first, or your HR department if the other party is your manager.

Either way, be assertive (not aggressive) and speak openly. This will encourage others to do the same – and you can get to the root cause of a problem before it escalates.

2. Manage Your Emotions

Choose your timing when you talk to someone about the conflict. If you're angry, you may say something you'll regret and inflame the situation. Be careful to avoid playing the blame game .

So stay calm, collect yourself, and ask, "What is it I want to achieve here?", "What are the issues I'm having?" and "What is it that I would like to see?"

See our article Managing Your Emotions at Work for more insight and tips.

3. Show Empathy

When you talk to someone about a conflict, it's natural to want to state your own case, rather than hear out the other side. But when two people do this, the conversation goes in circles.

Instead, invite the other party to describe their position, ask how they think they might resolve the issue, and listen with empathy .

Putting yourself in the other person's shoes is an essential part of negotiation. This helps you to build mutual respect and understanding – and to achieve an outcome that satisfies both parties.

4. Practice Active Listening

To identify the source of the conflict you have to really listen. To listen actively:

• Paraphrase the other party's points to show you're listening and really understand them.
• Look out for non-verbal signals that contradict what they are saying, such as a hesitant tone behind positive words. Bring these out into the open sensitively to address them together.
• Use appropriate body language , such as nodding your head, to show interest and to make it clear that you're following them.

Go further with Empathic Listening or Mindful Listening .

5. Acknowledge Criticism

Some of the things the other person tells you may be difficult to hear. But remember that criticism or constructive feedback is about job behaviors and not you as a person.

So, keep an open mind and use criticism to help you to identify areas to improve, perform better next time, and grow.

Glasers' Three-Step Strategy for Conflict Resolution

Conflict management consultants Peter and Susan Glaser recommend a three-step strategy for resolving conflict, and it draws on many of the skills we've looked at above. You can hear the Glasers talking about their model in our exclusive interview with them. [1]

The steps for these conflict resolution skills are:

• Prove that you understand their side.
• Acknowledge that you are part of the problem.
• Try again if the conversation didn't go well.

Let's try a training exercise and apply each step to a fictional conflict resolution scenario.

Conflict Resolution Training Example

Imagine that the heads of two departments are in conflict. Product Manager Sayid changed the price of a product without letting Marketing Manager Gayanne know. As a result, the marketing team sent out an email to customers with incorrect prices. They had to send out a follow-up email apologizing for the error, and make good on the price some customers paid for the product.

1. Prove That You Understand Their Side

Instead of blaming Sayid, Gayanne asks him how he came to make the decision. She uses her questioning and listening skills to get the information she needs and to show that she's truly hearing Sayid's response.

She discovers that Sayid was pressured by a major client to drop the price or risk losing a contract. She empathizes , saying, "Yes, I've had difficulties with that client before, too."

As Susan Glaser says, "Only when you believe that I understand you, will you be willing to try to understand my perspective." [2]

2. Acknowledge That You Are Part of the Problem

If you're in conflict with someone, it's unlikely you're free of all blame. So admit your part in it. This leads to mutual trust, a better understanding of one another, and makes it easier to find a solution.

In our scenario, Gayanne could say to Sayid, "I should have shared our marketing strategy and email send dates with you. I'll do that right away."

3. Try Again if the Conversation Doesn't Go Well

Despite the progress they've made, relations between the two managers remain frosty, so Sayid calls Gayanne the following week. He says, "I was thinking about our conversation, and I'd like to try again because I'm not happy with how it went. I've had time to take your points on board, and I'd like to talk about how we can work together better going forward."

Remember that you get more than one shot at resolving a conflict. Susan Glaser says, "There's a myth that if we have a bad conversation with someone it's over. In fact, 'do overs' are powerful." [3]

Frequently Asked Questions

Why is conflict resolution important in the workplace?

Unresolved conflicts can hinder productivity and damage team dynamics. Effective conflict resolution helps maintain a positive work environment, promotes collaboration, and ensures issues are addressed before they escalate.

What are some common sources of workplace conflicts?

Workplace conflicts can arise from differences in communication styles, conflicting goals, personality clashes, misunderstandings, resource allocation, or competing priorities. Recognizing these sources is crucial for timely intervention.

How can a team manager effectively address conflicts among team members?

A team manager should act as a mediator and facilitator. Begin by listening to both sides, understanding perspectives, and acknowledging emotions. Encourage open dialogue, find common ground, and work together to find a solution that is fair and beneficial for all parties.

What strategies can managers employ to prevent conflicts from escalating?

Managers can implement proactive measures such as fostering a transparent communication culture, setting clear expectations, defining roles and responsibilities, and promoting team-building activities. By addressing potential sources of conflict early on, managers can prevent minor issues from turning into major disputes.

How does effective conflict resolution contribute to team productivity?

Resolving conflicts promptly maintains a harmonious working environment where team members feel valued and understood. This leads to improved morale, increased focus on tasks, and a more efficient workflow, ultimately enhancing overall team productivity.

When is it appropriate to involve higher management in conflict resolution?

Involving higher management should be considered when conflicts cannot be resolved at the team level or when the conflicts involve larger organizational issues. Higher management can provide a neutral perspective and additional resources to facilitate resolution.

Conflict is common in the workplace. The biggest mistake you can make is to do nothing. Unresolved tensions can affect the health and performance of people and organizations.

So, hone these five conflict resolution skills to pre-empt, manage and fix conflicts with your co-workers:

• Raise the issue early.
• Manage your emotions.
• Show empathy.
• Practice active listening.
• Acknowledge criticism.

Then try the Glasers' three-step conflict resolution strategy to resolve issues together:

• Try again if the conversation doesn't go well.

In the process, you may even discover positives such as improved processes, strengthened relationships, and innovation!

[1] [2] [3] Mind Tools interview with Peter A. Glaser, Ph.D. and Susan R. Glaser. Available here .

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How to Manage Conflict at Work

Learn how to manage conflict at work by using these workplace conflict skills and strategies..

By Katie Shonk — on January 16th, 2024 / Conflict Resolution

Sooner or later, almost all of us will find ourselves trying to cope with how to manage conflict at work. At the office, we may struggle to work through high-pressure situations with people with whom we have little in common. We need a special set of strategies to calm tempers, restore order, and meet each side’s interests.

The following three strategies will help you learn how to manage conflict at work.

Claim your FREE copy: The New Conflict Management

In our FREE special report from the Program on Negotiation at Harvard Law School - The New Conflict Management: Effective Conflict Resolution Strategies to Avoid Litigation – renowned negotiation experts uncover unconventional approaches to conflict management that can turn adversaries into partners.

1. Put formal systems in place.

Conflict in the workplace often arises when resentment, anger, and other negative emotions are left to fester. An accidental slight can lead into a full-blown dispute if the parties involved fail to address it explicitly. As a consequence, workplace conflict is often managed one dispute at a time, an approach that is inefficient and costly.

In recent years, organizations seeking to determine how to manage conflict at work increasingly have recognized the benefits of putting in place a formalized system for addressing conflict in the workplace . In an article in the Negotiation Briefings newsletter, Harvard Law School professors Frank E. A. Sander and Robert C. Bordone recommend that organizations engage in dispute system design —the process of diagnosing, designing, implementing, and evaluating an effective method of resolving conflicts in an organization. Those with basic experience with dispute-resolution processes such as negotiation, mediation, and arbitration, should be able to help their organization establish a dispute-resolution process.

One of the main goals of dispute system design, or DSD, should be to support low-cost, less invasive approaches to managing workplace conflict before moving on to more costly, riskier approaches. For example, an organization might encourage or require employees in conflict to engage in mediation before moving on to an arbitration hearing. In addition, write Sander and Bordone, employees should be able to tap into the dispute-resolution process at different points throughout the organization—for example, through their supervisor, an HR staff member, or some other leader—lest they avoid the system due to distrust of one person in particular.

Setting up a dispute system can be a complex process, but it will almost inevitably promote a more efficient means of managing workplace conflict than a case-by-case approach.

2. Promote better feedback.

Workplace conflict often arises because co-workers have difficulty giving one another effective feedback, or any feedback at all. When we fail to let people know how they can improve, our frustration grows as their mistakes mount. Similarly, if we give unconstructive feedback—feedback that is vague, very negative, or too personal—we can create destructive workplace conflict.

We need to learn to give more effective feedback and teach others in our organization to deliver meaningful and useful feedback as well. People who give good feedback ask questions, stay positive, give details, and describe how the situation makes them feel, writes Program on Negotiation managing director Susan Hackley in Negotiation Briefings . Leaders also need to make it easy for people to raise concerns.

In their 2014 book Thanks for the Feedback: The Science and Art of Receiving Feedback Well , Douglas Stone and Sheila Heen offer advice on accepting feedback in a constructive manner—even when the feedback isn’t delivered constructively. We all need to learn to identify personal triggers that cause us to take perceived criticism personally, for example.

3. Focus on the problem, not the people.

When deciding how to manage conflict at work, try to focus on the problem rather than the personalities involved, recommends Hackley. Because conflict tends to promote competition and antagonism, you should strive to frame the situation in a positive light. For example, focus on the potential benefits to the organization if you are able to resolve the workplace conflict rather than on the potential negatives if you have difficulty doing so.

In addition, when dealing with conflict at work, remember that people tend to view conflicts quite differently, based on their individual perspective. Our perceptions of what went wrong tend to be self-serving. With each person believing he or she is “right” and the other person is “wrong,” it’s no wonder conflicts often fester in organizations.

For this reason, it’s crucial to start off your workplace conflict resolution efforts by taking a joint problem-solving approach. Ask open-ended questions and test your assumptions, advises Hackley. Make sure that each party has ample time to express his or her views without interruption.

When figuring out how to manage conflict at work, we need to remember the importance of exploring the deeper interests underlying the other party’s positions. When you listen closely, you will go a long way toward building trust and resolving difficult situations.

Does your organization have a formal process for resolving workplace disputes?

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In This Article Expand or collapse the "in this article" section Conflict Management in the Workplace

Introduction, definition of conflict and conflict management.

• Interpersonal Conflict and Conflict Behavior with Colleagues
• Interpersonal Conflict in Hierarchical Relations
• Team Conflict
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Conflict Management in the Workplace by Patricia Elgoibar , Ryan Armstrong , Martin Euwema LAST REVIEWED: 12 January 2022 LAST MODIFIED: 12 January 2022 DOI: 10.1093/obo/9780199828340-0293

Conflict is a component of interpersonal interactions, and therefore natural in the workplace. While neither inevitable nor intrinsically bad, conflict is commonplace. Conflicts may arise in different forms, exist between and among different levels of the organizational hierarchy, and involve supervisors, peers, or subordinates, as well as customers, clients, suppliers, and other stakeholders. The central idea of conflict management is that organizations can improve in the way conflict is managed by accepting conflict as part of organizational dynamics and by learning to deal with it effectively and efficiently. Given the ubiquity of conflict, it is perhaps unsurprising that the study of its management and resolution has become a popular topic in the last decades, particularly in the fields of management, human resources, and psychology. The aim of this article is to cover current topics in the area of conflict management in the workplace. To do so, the article is divided into different sections. In the different sections of the article, the reader will find academic sources on conflict and conflict behavior, types of conflict in the workplace at different levels, such as interpersonal, team, and intergroup, and a variety of resolution strategies, particularly negotiation and mediation, covering interventions by supervisors, colleagues, and (internal and external) third parties. Further, studies on the link between diversity, culture, and conflict, mistreatment in the workplace, and conflict in specific contexts, such as family business or start-ups, are presented. This article concludes with a collection of works on conflict management systems and tools to measure and evaluate conflict behavior in organizations. The sections included were chosen given the relevance from an academic point of view as well as from a practitioner perspective, where these aspects all are inevitable parts of the understanding of organizational conflict at different levels of complexity, and from understanding these conflicts and the conflict behavior to third parties. Complexity also adds in specific types, as harassment and bullying, often related to diversity and inclusion in organizations, and in specific contexts, as start-ups or family businesses, both rapidly growing fields of academic interest and of high importance to the global economy. Conflict management should also be understood as a system, as the alignment of different possible actors and interventions is essential for effective prevention and intervention. The article ends giving a closer look at validated instruments of use in research and practice to assess conflict behaviors. Regarding the methodology, a systematic approach was followed to select the works appearing in this bibliography. The following keywords were included in the search: “conflict resolution,” “conflict management,” “workplace conflict,” “conflict resolution,” “relationship conflict,” “leader conflict,” “conflict process,” “interpersonal conflict,” “conflict dynamic,” “negotiation,” and “mediation.” Articles were gathered from the academic databases Scopus and Web of Science, and their titles and abstracts were reviewed against the authors’ selection criteria.

This section presents studies addressing the general topic of conflict and conflict management and introduces readers to these concepts in the context of organizations. Among the first and most well-known works on the topic were Lewin 1948 , which identifies three types of conflict types; Follett 1973 , which already in the 1920s defined conflict as not being inherently bad; and Rapoport, et al. 1965 , which developed approaches to the well-known Prisoner’s Dilemma, a game that models real-world situations of cooperation and conflict which continues to enjoy widespread use in conflict management education and research. In the Prisoner’s Dilemma, mutual cooperation leads to greater collective rewards, but acting in self-interest can drive non-cooperative behavior. Pondy 1967 later studied conflict not merely as a state of being, but also as a process. More recently, work psychology research such as De Dreu and Gelfand 2008 defines conflict as a “process that begins when an individual or group perceives differences and opposition between him or herself and another individual or group about interests, beliefs, or values that matter to him or her” (p. 6). Conflict management, on the other hand, is described as deliberate action to deal with conflictive situations. This can include the purposes of preventing, managing, or escalating the conflict event, as Elgoibar, et al. 2017 suggests. Korsgaard, et al. 2008 (cited under Team Conflict ) agrees that conflict management encompasses the cognitive, emotional, and behavioral responses in conflict situations. Thomas 1992 created a taxonomy of conflict handling modes. Here, conflict handling modes are classified by the dimensions of assertiveness and cooperativeness, where actors in conflict can choose between different behaviors to approach conflict.

Carnevale, P. J., and T. M. Probst. 1998. Social values and social conflict in creative problem solving and categorization. Journal of Personality and Social Psychology 74.5: 1300–1309.

DOI: 10.1037/0022-3514.74.5.1300

This paper describes four experiments that support the idea that how we view conflict and cooperation affects our cognition. Expecting conflict, rather than cooperation, reduced participants’ ability to solve problems and to think creatively. Importantly, the results suggest that a generally competitive orientation affects cognitive flexibility, with a cooperative approach linked with greater flexibility. The authors suggest several mechanisms that may explain their outcomes.

Coleman, P. T., M. Deutsch, and E. C. Marcus, eds. 2014. The handbook of conflict resolution: Theory and practice . New York: John Wiley.

Coleman and colleagues offer an expansive text including works covering a range of topics related to conflict and conflict resolution in eight parts and fifty-six chapters. Each chapter provides an overview of the conflict topic (e.g., trust, creativity, culture) and so is a helpful resource for those seeking to deepen their knowledge of a particular area.

De Dreu, C. K., and M. J. Gelfand, eds. 2008. The psychology of conflict and conflict management in organizations . New York: Lawrence Erlbaum Associates.

A collection of recent works edited by two of the preeminent scholars on conflict management. A text of reference for those wishing to familiarize themselves with the state of the art of conflict management.

Elgoibar, P., M. Euwema, and L. Munduate. 2017. Conflict management . In Oxford Research Encyclopedia of Psychology . New York: Oxford Univ. Press.

This article offers an introduction to the topic of conflict management, focusing on its definition, characteristics, and behaviors and emphasizing constructive conflict management strategies, including trust building and methods of constructive controversy.

Follett, M. P. 1973. Power. In Dynamic administration: The collected papers of Mary Parker Follett . Edited by E. M. Fox and L. Urwick, 72–95. London: Pitman.

The author proposes three main ways of dealing with conflict—domination, compromise, and integration—and identified other secondary ways such as avoidance and suppression. Originally published 1924.

Lewin, K. 1948. Resolving social conflicts: Selected papers on group dynamics . New York: Harper.

Despite its age, this classic collection of essays remains relevant to conflict resolution, offering highly readable explorations of topics such as power relations, systems, the role of the environment, and social science as a means of improving the human condition.

Pondy, L. R. 1967. Organizational conflict: Concepts and models. Administrative Science Quarterly 12.2: 296–320.

DOI: 10.2307/2391553

Apart from making important distinctions about conflict, an interesting aspect of this early article is that it highlights the interconnected nature of conflict: it is not the antecedents, the episode, the environment, the awareness, but rather all of these things. Like Lewin 1948 , it draws attention to the role of would-be conflict resolvers in attending to the environment.

Rahim, M. A., J. E. Garrett, and G. F. Buntzman. 1992. Ethics of managing interpersonal conflict in organizations. Journal of Business Ethics 11.5–6: 423–432.

DOI: 10.1007/BF00870554

The authors focus on intervention practices in conflict management and determine which style is ethical in the different situations to serve the proper end of the organization. They take a practical approach and clarify the difference between conflict management and conflict resolution.

Rapoport, A., A. M. Chammah, and C. J. Orwant. 1965. Prisoner’s Dilemma: A study in conflict and cooperation . Vol. 165. Univ. of Michigan Press.

DOI: 10.3998/mpub.20269

This book describes a series of experiments using the Prisoner’s Dilemma and explores the complex nature of conflict even as it relates to a seemingly simple game. Heavy use of technical language means that some grounding in economics would make this book more accessible.

Thomas, K. W. 1992. Conflict and conflict management: Reflections and update. Journal of Organizational Behavior 13.3: 265–274.

DOI: 10.1002/job.4030130307

The author explains the updates in the literature on conflict and conflict management since his popular 1976 work (Conflict and conflict management. In Handbook of industrial and organizational psychology . Edited by M. D. Dunnette [Chicago: Rand McNally]). It describes conflict handling modes based on the classic two-dimensional taxonomy and expresses how the conceptualization of conflict can influence one’s choice of conflict handling mode. In addition, he describes the dynamic of conflict process as well as the environmental influence model and concludes that conflict intentions are determined by economic/rational thinking, normative thinking, as well as emotions.

Van de Vliert, E. 1997. Complex interpersonal conflict behaviour: Theoretical frontiers . Hove, UK: Psychology Press.

This book offers a new theoretical approach to conflict management as it explains complex conflict behavior as the simultaneous or sequential occurrence of different conflict behaviors.

Wall, J. A., Jr., and R. R. Callister. 1995. Conflict and its management. Journal of Management 21.3: 515–558.

DOI: 10.1177/014920639502100306

This paper focuses on illustrating conflict as a social process, and thus explains in detail the causes, such as personal values, goals, and communication, as well as the effects of conflict on the individual, relationships, behavior, and structure. It also describes the process part understood as the interpersonal behavior in which the parties face conflict. Particularly of interest are the explanations of causes of conflict. The paper also reviews the work done on escalation and de-escalation of conflict processes.

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Effective conflict resolution is a cornerstone of a healthy work environment. HR professionals play a critical role in fostering this by skillfully navigating workplace disagreements. This guide equips you with the essential knowledge to master conflict mitigation. You’ll gain insights into emotional intelligence, explore alternative dispute resolution methods, and develop strong interpersonal skills to tackle employee relations with confidence.

This guide delves into the best practices for HR professionals in conflict prevention and resolution, offering strategic insights into when and how to intervene. It aims to equip HR teams with the tools needed to manage disputes with aplomb, fostering a culture of respect and mutual understanding.

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Understand the Nature of Workplace Conflicts to Master Conflict Resolution

Workplace conflicts are a prevalent issue, consuming up to 40% of managerial time. While conflicts can spur innovation and strengthen relationships if managed well, they can also lead to significant disruptions. Recognizing the triggers and effects of these conflicts is crucial for effective management as there is no single approach to conflict resolution.

Common Triggers of Conflict

• Communication Differences:  Often, 39% of conflicts arise due to miscommunication.
• Opaque Performance Standards:  About 14% of disputes stem from unclear performance metrics.
• Unreasonable Time Constraints:  16% of conflicts are triggered by unrealistic deadlines.
• Unclear Expectations:  Misunderstandings about roles or tasks account for 22% of workplace tensions.

Manifestations and Impacts

Conflicts in the workplace can appear as personal insults, bullying, or even passive actions like ignoring colleagues. The repercussions are severe, ranging from emotional stress and decreased productivity to high turnover rates and a toxic work environment. Workplace disagreements can stem from a single issue and spread across the department when employees begin to take sides, which is why they need to be addressed right at their nascent stage.

Strategies for  Conflict Mitigation

To prevent and address workplace conflicts effectively, HR professionals should:

• Establish Clear Communication Channels:  Ensuring that everyone has the necessary information and is heard is fundamental.
• Set Transparent Performance Expectations:  Clear criteria prevent misunderstandings about job performance.
• Manage Time Expectations:  Realistic timelines can reduce pressure and conflict.
• Clarify Roles and Responsibilities:  Everyone should understand their tasks and the expectations placed upon them.

Understanding these aspects helps HR professionals navigate and resolve workplace conflicts efficiently, maintaining a healthy workplace environment.

HR’s Proactive Approach to Conflict Prevention

HR’s role in preempting workplace conflicts is as critical as resolving them. By adopting a proactive approach, HR can significantly reduce the incidence and impact of conflicts, fostering a more cooperative and productive work environment.

Encourage Open Communication

Open and transparent communication is foundational in preventing misunderstandings and workplace disagreements that can lead to conflict. HR should facilitate this by:

• Conducting regular team meetings and feedback sessions.
• Implementing anonymous suggestion boxes where employees can voice concerns without fear of retribution.

Comprehensive Conflict Resolution Policy

A well-defined conflict resolution policy is essential for consistency and clarity in handling disputes. Conflict resolution or even prevention is much easier to uphold with fixed policies in place. This policy should cover:

• Detailed reporting processes.
• Steps for conflict investigation.
• Mediation procedures and potential disciplinary actions.

Training and Development

Equipping employees with the right skills to handle disputes can drastically reduce conflict occurrences. Effective strategies include:

• Workshops and seminars on effective communication and active listening.
• Negotiation skills and problem-solving technique training.
• Online courses to accommodate diverse learning preferences.

Use of Professional Mediators

In cases where internal resolution efforts fail, bringing in impartial mediators can help resolve conflicts efficiently. This ensures that all parties feel heard and valued, enhancing mutual respect. HR’s role in workplace conflicts remains central.

Proactive Measures for Conflict Minimization

Preventative strategies are vital in maintaining a harmonious workplace. These include:

• Team-building activities to strengthen inter-employee relationships.
• Cross-departmental collaborations to enhance mutual understanding.
• Initiatives that promote a positive work culture.

Promoting Work-Life Balance

A healthy work-life balance can prevent many work-related conflicts by reducing stress and burnout. HR should encourage:

• Flexible working arrangements.
• Regular breaks during work hours.
• Policies that discourage excessive overtime.

Regular Evaluation of Conflict Management Strategies

To continuously improve conflict management, HR should:

• Regularly gather employee feedback on the effectiveness of current strategies.
• Conduct conflict resolution assessments.
• Adjust and refine approaches based on empirical data and employee input.

By integrating these proactive strategies, HR can not only prevent many conflicts but also create an environment that is conducive to addressing them constructively when they do occur.

HR’s Mediation and Resolution Strategies

Addressing the Root Causes

Understanding the underlying issues in conflicts is crucial. HR professionals must identify the needs and interests of each party involved to address these root causes effectively. This proactive approach helps in crafting strategies that improve the overall situation, preventing conflicts from escalating. Conflict resolution remains incomplete if only the surface issues are addresses as the workplace disagreements will keep resurfacing in different ways.

Enlisting Third-Party Help

Sometimes, internal efforts aren’t enough to resolve deep-seated issues. In such cases, enlisting an external mediator can provide a new perspective and facilitate a more effective dialogue. These professionals help all parties explore their experiences and emotions, leading to a clearer understanding and potential resolutions.

Mediation Techniques and Processes

Mediation is a structured process where a neutral third party facilitates communication between disputing parties. Below are key steps typically involved in mediation:

• Identify issues and involved parties.
• Ensure understanding of the mediation process.
• Establish ground rules like confidentiality and respect.
• Facilitate open communication and active listening.
• Help parties generate and evaluate resolution options.
• Assist in selecting the best resolution option.
• Document the agreement reached.
• Monitor compliance and effectiveness of the agreement.
• Schedule follow-ups to ensure long-term resolution.

Training and Skills Development

HR professionals should be well-equipped with skills such as active listening, emotional intelligence, and impartiality. Training in these areas enhances their ability to mitigate conflicts effectively, ensuring they can serve as effective mediators and facilitators in the workplace. Conflict resolution cannot be pursued by merely forcing employees to submit to authority—it requires actual solutions.

Legal and Ethical Considerations

It’s vital for HR to be aware of relevant laws and regulations that govern workplace behavior, including anti-discrimination laws and policies against harassment. Ensuring that mediation agreements comply with these laws is crucial to maintain legal and ethical standards.

Using Technology in Mediation

Online dispute resolution platforms can be particularly useful in remote or virtual work settings. HR should assess these tools for their effectiveness and security to ensure they support the mediation process effectively.

By implementing these strategies, HR can resolve conflicts efficiently, restoring harmony and productivity in the workplace while also fostering a culture of mutual respect and understanding.

Post-Conflict Follow-up and Culture Rebuilding

In pursuit of conflict resolution, one must remember to follow-up on the issue and ensure it is truly resolved. In some cases it can flare up again unexpectedly and as a precaution, requires some check to eliminate any lingering issues. HR’s role in adressing workplace conflicts continues even after the event.

Acknowledging and Addressing the Conflict

After resolving a conflict, it is essential to openly acknowledge that it occurred and empathize with the employees affected. This involves:

• Admitting the Conflict:  Recognizing that a conflict took place and validating the feelings of those involved.
• Sincere Apologies:  Apologizing for any role the leadership or organization might have played in the conflict, taking responsibility for actions and decisions.

Rebuilding Trust and Relationship

To foster a positive work environment post-conflict, focus on rebuilding trust and relationships through:

• Promoting Respect and Honesty:  Encouraging a culture where respect and honesty are at the forefront of all interactions.
• Empowering Employees:  Providing the necessary tools, guidance, and feedback to help team members feel supported and valued.

Monitoring and Communication

Continuous monitoring and communication are crucial to ensure the long-term success of conflict resolution efforts:

• Regular Check-ins:  Conducting regular follow-ups with the team to assess the stability of relationships and the effectiveness of implemented solutions.
• Open Communication:  Maintaining open lines of communication, encouraging employees to share their feedback and engage in dialogue to preempt future conflicts.

Learning and Adapting from Conflicts

Viewing conflicts as learning opportunities can significantly enhance workplace dynamics:

• Reflective Learning:  Analyzing the causes of conflicts and the effectiveness of the resolution process to better handle similar situations in the future.
• Strategic Adjustments:  Making necessary adjustments based on feedback and the insights gained from past conflicts to prevent recurrence and improve the work environment.

By implementing these strategies, organizations can not only address the immediate aftermath of a conflict but also lay the foundation for a more harmonious and productive workplace. Workplace disagreements are a natural result of so many individuals coming together under high-stress circumstances, which is why conflict resolution remains a part of HR’s responsibility.

When is it appropriate for someone to step in and manage a conflict?

It’s generally best to hold off on intervening in a conflict until you are asked to do so. People usually prefer not to have third parties get involved without their consent. However, if you are concerned about the situation, you can offer your help by asking the parties if they would like your assistance.

What are the indicators that HR should actively involve themselves in a conflict?

HR should never delay intervening or investigating when there are serious violations. According to the Society for Human Resource Management (SHRM), HR should intervene when employees are considering resignation due to a conflict, when disagreements turn personal, or when the conflict is impacting team morale and business performance.

In what ways does HR contribute to resolving conflicts?

HR professionals, with their training, can play a pivotal role in conflict resolution by facilitating open dialogue, promoting active listening, and assisting parties in reaching a resolution that is agreeable to everyone involved. They can organize mediation sessions that offer a secure environment for individuals to voice their concerns and collaborate on finding a peaceful resolution.

What are some conflict management strategies that HR might employ?

HR typically employs several key strategies for managing conflict, including: 1. Directly addressing the conflict instead of ignoring it. 2. Clarifying the issues at the heart of the conflict to fully understand the situation. 3. Bringing the parties involved in the conflict together to discuss the issues. 4. Working to identify a solution that satisfies all parties. 5. Monitoring the situation and following up to ensure the conflict remains resolved.

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Workplace Dynamics

It’s not me, it’s you: solving workplace conflicts, the solution is more likely to be found in systems than in personalities..

Posted May 9, 2024 | Reviewed by Gary Drevitch

• A reflexive response to conflicts at work is to blame “personality clashes.”
• The cause of workplace conflict is more often a systems issue, not personal differences.
• Addressing the organizational reasons for conflict is simpler than changing co-workers' hearts and minds.

“Conflict cannot survive without your participation.” – Wayne Dyer

As an Employee Assistance professional who routinely engages in consultations involving workplace conflict it’s clear to me that the answer to the age-old question of “can’t we all just get along?” is a resounding “Hell no!”

What can we do about the ubiquitous nature of conflict in the workplace? How do we solve what seem to be deep-seated personality clashes to get back to the business of business?

Trying to get to the core of a workplace conflict is not unlike doing couples therapy where each partner points to the other as the instigator and sustainer of tension. Heard separately, the stories sound legitimate and it’s often hard to envision a resolution when the parties involved are so convincing in placing the blame outside themselves.

An example to which I often refer when providing trainings on resolving workplace conflict is an employee who came to me in great distress, stating that her “micro-managing” supervisor did not trust her, was always looking over her shoulder and questioned every decision she makes. Unbeknownst to the employee, said manager came to me complaining of this employee, stating that she seemed incapable of working independently, was never accepting of feedback and, in short, “high maintenance." The one area of common ground between them was that each stated that the stress of the working relationship was becoming unbearable, and each was giving serious thought to switching departments.

One of the reflexive responses to the above is to blame “personality clashes.” This perspective suggests that the flashpoints, or butting of heads, are simply the outgrowth of two people who are just wired differently and have been thrown into the sandbox together and told they must get along.

There are multiple problems with both this diagnosis and remedy. Studies have repeatedly shown that while there are personality issues in any relationship and everyone brings his or her personal history, including how they manage conflict, to the workplace, the reality is that it is the situations they find themselves in that create conflict and that others placed in similar circumstances would also experience conflict.

Examples of system issues that lead to conflict include:

• Someone who had authority and lost it and now resents those in charge.
• Someone who has authority but through its misuse alienates those around him or her.
• Two people sharing the same authority but different goals , each believing his or her way is correct.
• A blurred hierarchy in which no one knows who is really in charge.
• Poorly communicated expectations.
• An organizational culture that fosters unhealthy competition .

The list goes on, but the underlying element is the environment and how each person navigates the hierarchical structure in which they find themselves. This is not to say that dysfunctional people do not show up to work intent on creating drama for the sake of drama, see the workplace as an emotional playground, or are simply bullies kicking sand in everyone’s face. Addressing these individuals takes a strong leader who can implement the 3 C’s of managing problem employees: Coaching , Counseling, and Corrective Action.

The good news in the system approach to conflict resolution is that addressing and adjusting organizational issues is far easier than trying to change hearts and minds in hopes of creating a peaceful work environment.

The first step in addressing the issue is to take a hard look at the organizational culture that surrounds the employees, looking for the built-in power traps that put people at odds or unintentionally create an “us vs them” mentality. Since in many cases the conflict either directly involves a leader or the leader is too close to the issue, a third party, removed from the emotional content, is helpful in getting a broader view.

While many workers cope with the stress of conflict at work through the geographic cure of finding a new job—only to find in many cases that they have the same experience only with new faces—many others, through financial constraints, limited options or liking the work they do, choose to tough it out. The dangers with this approach include the damaging impact of long-term stress, a growing detachment from work—aka presenteeism —to lessen the emotional toll, a growing resentment toward leadership for not appropriately addressing the conflict, or leaning in on a conflictual approach. All of these responses are detrimental to the psychic, mental, and emotional health of the employee and contribute to a toxic work environment.

When counseling clients who seem locked in a battle of wills with a coworker to the point that the negative effects of that struggle are outweighing the benefits of a paycheck I will advise the following reflective questions:

• How invested in the relationship are you?
• How important is the issue to you?
• Do you have the energy for the conflict?
• Are you aware of the potential consequences of continuing the conflict?
• Are you ready for the consequences?
• What are the benefits of disengaging from the conflict?

If the circumstances do not involve bullying , discrimination , or abuse, I find it more helpful to move employees through the conflict by assuring them that “it’s not you” but then add the qualifier that it’s also not the other person. While sounding like a Zen koan, it’s the simple truth that the surrounding circumstances have contributed to a battle that cannot be won by changing someone’s personality. Additionally, I reassure them that as Gandhi pointed out, “Peace is not the absence of conflict, but the ability to cope with it.” Finally, I will ask that their awareness shift from tension mode to accepting the following:

• Our work lives are interconnected with our coworkers but also distinct from them.
• We are responsible for shared success but not for another’s success.
• Our ideas, beliefs, and opinions deserve respect but not necessarily agreement.
• It’s not conflict that destroys relationships; it’s how we address it.

Caesens, et al. Perceived Organizational Support and Workplace Conflict: The Mediating Role of Failure-Related Trust . Frontiers in Psychology, 2019.

Mike Verano, LPC, LMFT, CEAP, CCISM, CCTP, CFRC, is a licensed therapist, author, and public speaker.

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Home — Essay Samples — Sociology — Conflict Resolution — Conflicts and Conflict Resolution in the Workplace

Conflicts and Conflict Resolution in The Workplace

• Categories: Conflict Resolution Workplace

About this sample

Words: 1227 |

Published: Dec 11, 2018

Words: 1227 | Pages: 3 | 7 min read

Table of contents

Introduction, works cited.

• Booher, D. (2013). Communicate with Confidence!: How to Say It Right the First Time and Every Time. McGraw-Hill Education.
• Khan, A., Iqbal, S., & Hussainy, S. (2016). Ownership Structure and Firm Performance: Evidence from the Corporate Governance Reform in Pakistan. International Journal of Financial Studies, 4(3), 15.
• Sharma, V., & Mehta, N. (2017). A Study on Agency Cost Theory and Its Determinants: Evidence from India. Global Business Review, 18(2), 381-399.
• Terason, E. R. (2018). Conflict, Agency Costs, and Optimal Ownership Structure. The Journal of Finance, 73(1), 429-462.
• [Anonymous]. (n.d.). Conflict Management in the Workplace. Retrieved from https://www.wisconsin.edu/uw-policies/uw-system-administrative-policies/conflict-management-in-the-workplace/
• De Dreu, C. K. W., & Gelfand, M. J. (2008). The Psychology of Conflict and Conflict Management in Organizations. Psychology Press.
• Elnaga, A., & Imran, A. (2013). The Effect of Conflict Management on Organizational Performance: Evidence from Jordan. International Journal of Business and Management, 8(6), 57-67.
• Folger, J. P., Poole, M. S., & Stutman, R. K. (2013). Working Through Conflict: Strategies for Relationships, Groups, and Organizations. Routledge.
• Rahim, M. A. (2002). Toward a Theory of Managing Organizational Conflict. The International Journal of Conflict Management, 13(3), 206-235.
• Robbins, S. P., Coulter, M., & DeCenzo, D. A. (2020). Fundamentals of Management. Pearson.

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Workplace Conflict, Essay Example

Pages: 4

Words: 1171

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Conflict is inevitable in the workplace.  Just like conflict is unavoidable in any other type of relationships, relationships within work environments are ripe for difficulties between people.  In an organizational setting, conflict is even more common than in personal situations however, due to there generally being no choice regarding who works together.  Employees rarely have any say in who is hired for parallel positions and even the management who does the hiring bases hiring decisions on skills and meeting certain hiring criteria rather than on friendship potential.  This means that while fellow employees may (or may not) be skilled at their jobs, they may have characteristics that do not match well with the characteristics or personality of other employees.  Conflict in work setting can occur between same level employees, employees and management, and employees, management and external stakeholders (De Dreu, C. K. W. and Gelfand, M.  J. 2008).

An example of a common workplace conflict is one having to do with leadership styles or differences in personality between management and employees. This might involve a variety of interpersonal problems stemming from lack of awareness and appreciation of diversity in the workplace. For example, employees may feel bullied by managers with authoritative personalities or need more direct communication and guidance from mangers who assume that minimal instruction should be enough for the employee to work from. Managers with Type A personalities may hold employees up to their own demanding standards while employees may feel overworked or as if the expectations set by their manager are too ambitious.  Some employers may be extremely extroverted and make more introverted employees feel as if there is something wrong with the way they interact with others (Ayoko, Callan, &Hartel, 2003).

Often conflict arises from managers gravitating toward employees who have the same personality and work style as they do, giving these employees the majority of attention, positive reinforcement, better evaluations and raises despite the fact that another employee may actually be doing the majority of the work and achieving far more than the favored employee. This can result in conflict between the two employees and between the manager and the less favored employee, especially if the favored employee shares information about the conflict with the manager.

Favoritism in the workplace can be the result of several factors. The first involves hiring. Managers have been shown to favor employees they personally hire over employees they had no involvement with during the hiring process.  This may be because managers feel that a personal hire reflects upon them and their decision making ability such that they want the employees they hire to perform at a level above other employees.

The second reason that managers may be biased toward certain employees involves general similarities.  Similarities that may result in such bias include recognized factors such as race, background, gender, and socioeconomic status but may include other factors such as where an employee comes from, where they went to school, common after work hobbies and similarity in personality style.

The third reason that managers may be biased toward some employees is due to a personal relationship that develops either before the employee has been hired or afterwards.  Employees who are liked by their manager because they are perceived to be personable, easy to work with, easy to communicate with or those who seem to display loyalty to the manager may be able to ingratiate themselves with the manager and influence their decisions regarding project assignment and evaluation ratings.

Regardless of the reason for managers favoring one employee over another, when this is displayed by the manager in the form of increased attention, better assignments, special invitations to meetings are get-togethers with higher-ups or better evaluations, bonuses, raises or promotions, this is considered discrimination which is one of the highest level of conflict found within an organization (Shefali, 2013).

This is a conflict I have been experiencing in a personal work situation.  I have developed a plan that I hope to put in place soon.  My boss has been showing a preference for my co-worker who has known the boss for many years and has a personal relationship with him.  My peer also knows what the boss expects and doesn’t need much direction whereas I need more guidance that is provided.  My boss also invited my co-worker out after work in front of me and includes him in upper level meetings I am never invited to.  In order to address this situation I have decided to try the following:

Talk to colleagues to get their impressions of the situation without being negative or judgmental about my boss or co-employee.  This will help me determine if I am over-reacting to the situation or seeing it as it is.

I will keep a record of instances which I view as favoritism, what my co-worker did in my boss’s eyes to receive the favoritism if I can determine it and why I perceive it to be favoritism.  If there are instances when my co-worker and I have done the same amount of work and accomplished the same outcome yet my co-worker gets all the praise I will record this also.

If others confirm my perceptions I will schedule a meeting with my boss.  I will tell him how I am perceiving the situation and provide clear examples of what I have been perceiving as favoritism.  If the boss suggests that I am not remembering correctly I will use my journal to provide evidence of my perceptions based on the events that occurred.  If possible, I will take a colleague with me into the meeting to support my perceptions.  This will hopefully communicate to my boss that others are perceiving the same thing I am and let him know that this is a serious situation so he will change his behavior.

The potential outcomes of this plan could be good or bad.  One outcome might be that my boss understands my perceptions and realizes that he has been showing favoritism.  This could strengthen our relationship or at least lead him to not favor my colleague so obviously at work.  A second outcome might be that my boss acts like he doesn’t understand what I’m talking about suggesting that I am imaging the whole thing such that nothing changes.  I would likely become more resentful if the behavior continues while my boss openly denies its occurrence.  The last option is that my boss could become defensive and lash out at me through a disciplinary action or even by firing me.  I am not sure what recourse I would have should this occur but will look into it before taking this course of action.

Ayoko, O. B., Callan V. J., and Hartel, C. E. J. (2003).  Workplace conflict, bullying and counterproductive behaviors. International Journal of Organizational Analysis,  11(4), 283-295.

De Dreu, C. K. W. and  Gelfand, M.  J. (Eds). (2008). The psychology of conflict and conflict management in organizations. The organizational frontiers series, (pp. 3-54). New York, NY: Taylor & Francis Group/Lawrence Erlbaum Associates, xxii, 484 pp.

Shefali, K. (2013). Favoritism strains workplace morale, harms agency performance. Federal News Radio. Retrieved fromhttp://www.federalnewsradio.com/492/3530979/Favoritism-strains-workplace-morale-harms-agency-performance

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Conflicts and Disputes at Workplace, and Their Resolution Essay

What are possible alternative dispute resolution systems (adrs).

Conflicts are an inherent and unavoidable aspect of any workplace interactions, which is why avoiding them is likely to result in a failure to help the parties reconcile, as well as the eventual outburst of emotions that will be very difficult to regulate. However, litigation as a formal means of resolving an organizational conflict is also undesirable given the possible repercussions, as well as the impressive expenses that both sides will take. Thus, other options must be considered.

Selecting an appropriate strategy for handling a workplace conflict, one might want to consider mediation. Another option for managing conflicts in the workplace, negotiation is also quite known and well-established as a conflict management tool. Typically, negotiation implies that a conflict can be resolved by applying one of four core strategies, namely, collaboration, compromise, accommodation, and avoidance. To ensure that all parties are aware of the consequences and accept the proposed solution, it will be necessary to have them signed the contract.

What is the difference between a conflict and a dispute?

A conflict and a dispute might appear to be fully synonymous at first, yet the further analysis of the two notions will show that they are quite different. Unlike a dispute, which is typically short-term and driven by clear factors, a conflict is a long-term phenomenon with multiple underlying issues. To discover the reasons for the conflicts and disputes to occur in the described setting, one should talk individually to the participants involved in the confrontation. Thus, one will have several perspectives, analyzing which will lead to the likely root of the problem. Although a dispute resolution clause would be very appropriate, it will not provide the solution to every scenario, which means that conflicts will still have to be solved on a case-by-case basis. Likewise, consulting agreements with clients will need to have a legal basis to rely on when managing them, which is why a specific policy must be provided. However, each conflict will have to be handled individually. In turn, the general dispute resolution system would include a framework based on mediation and negotiation in order to keep the relationships between the parties as neutral and devoid of emotional tension as possible.

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IvyPanda. (2021, May 24). Conflicts and Disputes at Workplace, and Their Resolution. https://ivypanda.com/essays/conflicts-and-disputes-at-workplace-and-their-resolution/

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Essay: Workplace Conflict Resolution

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Abstract This paper intends to look at the causes of conflict in the workplace and the effects that it can have on the employers, employees, and the organization as a whole. This is not a problem that started recently, this has been going on for years. Conflict in the workplace can be resolved when addressed in a timely manner and ensuring that the correct tools are used in the process. The work environment has the normal stressors, so therefore creating an environment that is free from undue stress can be greatly rewarding. Morale and productivity can reach high levels when a pleasant work environment is created. Keywords: conflict resolution, workplace conflict Workplace Conflict Resolution Conflict: ‘to come into collision or disagreement; be contradictory, at variance or in opposition; clash.’ How would it be to live this life free from conflict? We as humans would like to believe that conflicts never occur or if and when they do the resolution will be a favorable outcome for all concerned (Dictionary.com, n.d.). Causes of Workplace Conflict According to Crampton (2011) ‘workplace conflict is inevitable.’ It does not matter what type of business we are in there is sure to be some kind of workplace conflict. If we know what those triggers are we will be better able to deal with and try to settle the conflicts. There are everyday circumstances that can definitely lead to workplace conflict and this is not something anyone can gage or know when to expect. Just the circumstances and situations of everyday life will cause undesirable circumstances. Personal Issues Individuals working together or living together for that matter will at some point will have person issues. According to Crampton (2011) whether these differences stem from ‘hurts, slights, rivalry or other conflict’ this can affect the goals and expectations of the organization. There will be some issues that we cannot leave at home and deal with when we return. When this happens it can and will cause a conflict in the workplace because some individuals will not or they are scared to discuss their personal problems with their boss or co-workers. This can cause a great misunderstanding in the workplace because everyone will be wondering what is going on. Poor Communication This does not happen only in business, but this happens in any area of life. When individuals fail to communicate or do not know how to communicate this can ruin any relationship. Verbal and non-verbal communication is very important for one’s very existence and survival, so therefore we must be able to express not only our feelings, but workplace expectations. Today most people communicate using electronics, so therefore it is very hard to really get to know how they are really feeling or thinking for that matter. In the workplace people used to walk around to get answers to situations, but now everything is e-mailed. I prefer the old-fashioned way which was management by walking around and talking to the staff face to face. This would be a way to really build a rapport. Personality Conflicts We all have been created differently with our own minds, thoughts, and attitudes. We are now in an age where we are more aware of the different generations we interact with on a daily basis. From the silent generation to what I would call the microwave generation that really believe in texting and only using shortcuts. We are all working together and there can be some serious communication gaps which can lead to personality conflicts. Terms that are used by the more seasoned generation can be offensive to the younger generation and this can cause a conflict to occur. Stress This seems to be behind every ailment or confusion that may be happening in the workplace. What if the secretary decides that he or she does not want to schedule an appointment and the administrative assistant decides she does not want to cover for the secretary in her absence, this could become a stressful environment. What happens when have someone in human resources delays sending an offer letter because he or she does not want to listen to the supervisor? Types of Conflicts Employee versus Employee Most of the time when this happens, the employees have miscommunicated the objective of completing a project and have his or own method of doing something. This is where different levels of experience is a negative versus a positive. The employees are not allowing their experiences to play a role in having a successful outcome. When this happens, the best thing to do is to ‘nip it in the bud’ or else the situation will be uncontrollable. There must be a meeting to discuss the genesis of the misunderstanding. Rumor Mill We all have to vent at some point or we will blow up or have a very negative attitude. This is something I learned and I am still learning, the person that we vent to can turn what is said into the nastiest situation and this can create a hostile work environment. It does take two to have a conversation, but the sad part is that we never know whether or not the other person has a hidden agenda and will take it to the next level. Employee versus Manager How this is handled could predict whether or not the person may or may not have a job in the end. This is very difficult if not the most difficult situation to be handled. Some managers may not know they are too rough or may be coming off as really misunderstood. I had to deal with this situation years ago and this person was not just being difficult and not know it, he was actually harassing me and knew what he was doing. There was no way to reach him, so the situation was resolved quietly, he was the type of person who deserved to work alone. As stated by D. Crampton, ‘a simple meeting to ‘clear the air’ may be all that’s needed to resolve the problem’ (2011). Solutions to the Conflict How conflicts originate or get started are different so therefore, they must be handled or settled using various approaches that suit the situation. Some of the tips used: ‘ approach must be clear, do not indulge in the conflict, personal attitude should not be the basis, others point of view must be acknowledged, use a mediator if necessary, and the superiors do not have to be involved’ (Farrell, 2014). We all would love to have a conflict end where both sides will come out winning, but we know that that is not always the case. Hitt, Miller, & Colella (2011) wrote the following are outcomes to conflict:

• Lose-Lose: Neither party gets what they initially desired
• Win-Lose or Lose Win: One of the party’s concerns are satisfied
• Compromise: Both parties give in to some degree on an issue or set of issues
• Win-Win: Both parties get what they want. (pp. 448-450)

This last outcome is what we would like for all conflicts, but this will not always be the case or solution. Respect Respect in the workplace should be at the very top of everyone’s list from the top manager on down. This would be going back to basics of treating people how we want to be treated. Below is a list of what respect is (The Resolution Centre, 2009). 1. Always treat people with courtesy, politeness, kindness and ultimately how you would like to be treated 2. Listen to what others have to say before expressing your viewpoint 3. Never butt in or talk over another person 4. Encourage others to express their opinions and ideas 5. Improve your work by using others ideas and credit them for their ideas 6. Never put people down, disparage them, call them names or insult them 7. Do not belittle, criticize little things, demean or patronize others. A series of small comments over time can amount to bullying 8. If you would prefer not to do a task, chances are neither would your co-worker. Share the load 9. Regardless of race, religion, gender, age or other orientation always treat people equally 10. Ensure that your workplace maintains an equal opportunity policy and that you are familiar with it 11. Ensure that praise, recognition and appreciation is abundant in your workplace Managing Emotions This is so easy to understand because we are trying everyday day to manage our own emotions, which we do not realize the other person may be feeling or going through something. There are ten simple strategies help reduce negative emotions: ‘delay, expectation management, appreciation, then correction, same side, relief, leverage positions, acknowledgement, your responsibility in the problem, your responsibility in the solution and sincere apology.’ Each one of these strategies must be met with sincerity or they will not work. (Polsky, 2011). Managing the Conflict ‘Don’t fear conflict; embrace it ‘ it’s your job’ (Myatt, 2012). What a concept. We all feel that conflict is the last thing that we would like to deal with. We spend more time at work than we do at home with our families, so therefore we would like to be in a peaceful environment. It is so true that if the problem is not addressed it will not get resolved, it will only escalate. Mike Myatt (2012) stated in his article ‘leadership and conflict go hand-in-hand.’ This is such a true statement, but no one wants to have to deal with conflict. Leaders and managers must know how to handle conflict in the workplace. This is often swept under the rug hoping that the problem will go away and it does not, things just get worse. Do not be afraid. It is the believed that the person causing the conflict is a trouble maker verses someone who is bringing something positive to the table. We all have various opinions and ideas, so therefore there will always be some sort of conflict which must be addresses. Some organizations will just move the individuals or as it is said the problem around to make things better. Communicate. What we all somehow fail to do effectively. One example is the negative attitude which may happen over and over again and workers will eventually strike out at each other (Smith, n/d). When this happens the problem must be addressed and there will be times when the individual may be the cause of the problem, but do not jump to this particular conclusion prior to communicating effectively. Can be Positive. It is hard to imagine that such a behavior as conflict can be used as a positive. How can something that seems so dark be healthy and be used in such a positive way? Humans in and out of the work center will express themselves at some point in time, and this is not something easily handled. Some people would rather avoid the conflict than address it. Kevan Hall wrote an article in 2013 that contained four tips that can be used to turn conflicts into something positive. He stated ‘that ownership of the problem or paying the price are the choices that one has.’ The tips are as follows: ‘recognize and flag the problem, remain emotionally neutral, create shared purpose, and learn from it’ (2013). Conclusion As long as we humans continue to exist, move, work and live among each other, conflict will be a part of this life. We have to learn to use the resources available to us to the best our being to try to resolve the conflicts. There will be times when the outcome will not be what we want it to be or hope for, but we must press on and try to learn from those experiences to create an environment that will be free from conflict. The strategic implications of organizational behavior for resolving workplace conflict would be to try to create an environment that would be free of conflict or when it occurs try to ensure that it will be resolved immediately. Training is needed so that individuals will be able to handle conflict as soon as it occurs. The most valuable lesson that anyone will ever learn will be how to communicate with each other. Learning how to handle personal situations and teaching on how to respect each other versus taking each other for granted will certainly go a long way. The opportunities would be to have a great company and a team of workers that can get along with each other in a stress free environment. The challenges would be to actually get everyone to understand that they all have differences that can work as a positive but this does not always happen. References Conflict. (n.d.). Dictionary.com. Retrieved from http://dictionary.reference.com/browse/conflict Crampton, D. (2011, September 15). A comprehensive article on what causes workplace conflict. TIGERS Success Series. Retrieved from http://www.corevalues.com/work- environment/a-comprehenseive-article-on-what-causes-workplace-conflict/ Farrell, A. (2014, April 28). Workplace conflict resolution: Best tips to overcome disputes. The Agile Zone. Retrieved from http://agile.dzone.com/articles/workplace-conflict- resolution Hall, K. (2013, May 27). How you can turn workplace conflict into meaningful progress. Talent Management. Retrieved from http://www.tlnt.com/2013/05/27/how-you-can-turn-workplace- conflict-into-meaningful-progress Hitt, M. A., Miller, C. C., Colella, A. (2011). Conflict, negotiation, power, and politics. (3rd ed.). Organizational behavior. (pp. 448-450). Hoboken, NJ: John Wiley & Sons, Inc. Myatt, M. (2012, February 12). 5 keys of dealing with workplace conflict. Forbes Leadership. Retrieved from http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with- workplace-conflict Polsky, L. (2011, June 14). 10 ways to manage emotions during conflict in the workplace. Talent Management. Retrieved from http://www.humanresourcesiq.com/talent- management/articles/10-ways-to-manage-emotions-during-conflict-in-the Smith, Gregory P. (n.d.). Conflict resolution: 8 strategies to manage workplace conflict. Business Know- How. Retrieved from http://www.businessknowhow.com/manage/resolveconflict.htm The Resolution Centre. (2009). Respect in the workplace prevents conflict. Resolution Centre Articles. Retrieved from http://www.resolutioncentre.com.au/articles/respect_workplace.html …

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Poems as Teachers | Episode 2

Last Updated

May 13, 2024

Original Air Date

As appealing as it may sound, is it really possible to live in a world completely free of conflict? No. And since differences and disagreements are inevitable and natural, Joy Harjo gives ground rules in “Conflict Resolution for Holy Beings.” Her call to us echoes across time and space — a call to listen, to humility, to justice, and to recognizing the land, the living, the dead, the not-yet-living.

We’re pleased to offer two sections of Joy Harjo’s longer poem , and invite you to read Pádraig’s weekly Poetry Unbound Substack , read the Poetry Unbound book , or listen back to all our episodes .

• Books & Music

Reflections

Joy Harjo is a member of the Muscogee Creek Nation and the 23rd Poet Lau­re­ate of the Unit­ed States. She is the author of 10 books of poet­ry, including An American Sunrise , Conflict Resolution for Holy Beings , and She Had Some Horses , and the memoirs Crazy Brave and Poet Warrior . Her most recent poetry collection is Weav­ing Sun­down in a Scar­let Light: Fifty Poems for Fifty Years . She’s also produced several award-winning albums of music, including her most recent, I Pray for My Ene­mies .

Transcription by Alletta Cooper

Pádraig Ó Tuama: My name is Pádraig Ó Tuama and in my early twenties somebody said to me, “I think you’d be pretty good at being a conflict mediator.” And I was always interested in how it is that groups of people could learn to understand each other, sometimes simply for the purpose of understanding. Other times, trying to convince each other, or trying to address something that had gone wrong. I was really interested in helping people understand what is it that matters when we are stumbling over ourselves and each other in conflicts that occur. Training in conflict, you’re always learning new forms. There’s loads of different models. And the point in learning all of these forms is that they are like a spine, and a spine is not a static thing. A spine should be both strong and flexible. Perhaps a little bit like the form of a poem. I’ve spent many years learning different forms of conflict resolution practice, and I’ve never yet had a perfect conflict resolution experience. It always has to change and adapt and suit itself to what’s happening.

[ music: “Praise the Rain” by Gautam Srikishan ]

“Conflict Resolution for Holy Beings” parts 1 and 5 by Joy Harjo

“1. SET CONFLICT RESOLUTION GROUND RULES:

“Recognize whose lands these are on which we stand. Ask the deer, turtle, and the crane. Make sure the spirits of these lands are respected and treated with goodwill.

The land is a being who remembers everything. You will have to answer to your children, and their children, and theirs—

The red shimmer of remembering will compel you up the night to walk the perimeter of truth for understanding.

As I brushed my hair over the hotel sink to get ready I heard: By listening we will understand who we are in this holy realm of words.

Do not parade, pleased with yourself. You must speak in the language of justice.

“5. ELIMINATE NEGATIVE ATTITUDES DURING CONFLICT:

“A panther poised in the cypress tree about to jump is a panther poised in a cypress tree about to jump.

“The panther is a poem of fire green eyes and a heart charged by four winds of four directions.

“The panther hears everything in the dark: the unspoken tears of a few hundred human years, storms that will break what has broken his world, a bluebird swaying on a branch a few miles away.

“He hears the death song of his approaching prey:

“ I will always love you, sunrise.  I belong to the black cat with fire green eyes.  There, in the cypress tree near the morning star. ”

[ music: “Creatures of Myth” by Gautam Srikishan ]

I’ve been in so many situations — formal conflict resolution settings and situations at work or situations with friends — where somebody says, “Let’s just set some ground rules.” And I had never, up until I read this poem by Joy Harjo, thought about the word “ground” in the context of “ground rules.” And she brings all of our attention to that: “Recognize whose lands these are on which we stand.” Right from the opening line of part one of “Conflict Resolution for Holy Beings” she’s saying that the land owns the land and that we as people have a particular duty to pay attention to the land.

This opening part, much of it is in the imperative. They are rules. There’s at least five of them: “Recognize whose lands these are on which we stand. / Ask the deer, turtle, and the crane. / Make sure the spirits of these lands are respected and / treated with goodwill.” And then, further on down, “Do not parade, pleased with yourself. / You must speak in the language of justice.” So the way that I think about this opening part is that it is five ground rules, paying attention to both the past and the future and being aware, holding the sense of time — the temporary experience of time — that we have right now and saying, know that you’re only one part of what’s come before and what’s coming after.

It’s interesting, in the context of a poem like this to be speaking so directly. Often, I think, contemporarily in poetry there can be some hesitation about using language like this that is really giving orders. And you can hear in Joy Harjo’s first section of this poem that she, too, wants to trouble that because there are these five orders, but then there’s this line where she includes herself, perhaps, as a recipient, “as I brushed my hair over the hotel sink to get ready I heard.” So I wonder who is it that’s speaking here? Is this the land speaking? There’s an invocation and a call to listen. There is a call to humility. “Do not parade please with yourself.” There is a call to a language of recognizing all the other living beings, a language of recognizing the dead and the not-yet living. It’s an extraordinary imagination of saying, “this is what we’re capable of.”

[ music: “Angel Tooth” by Blue Dot Sessions ]

A friend of mine was mediating a conflict once, and it was a conflict that had gone on in a workplace for a long time, two people who just couldn’t come to any kind of agreement. My friend, at one point, said to the two people, “Listen, I’ve got a bar of chocolate in my bag and it’s coming up to lunch. Why don’t you two take the bar of chocolate and walk and see what happens as you share the chocolate?” Anyway, an hour later they came back, and — this sounds naive to say, but it’s not naive to say it — they had found some way of understanding and comprehending each other’s point of view such that they had a new way of looking at things. And the new way of looking at things, I don’t think it came from the chocolate — even though I’m sure that didn’t get in the way — but probably where it came from is the fact that they walked. You literally, when you’re walking alongside each other, you’re not eyeballing each other. You’re looking at what’s on the road in front of you or on the street, or maybe you’ve got a nice view, or you can see some greenery. You’re using your body and you aren’t in a confrontational poise towards each other. You can also hold silence more easily, I think, and varying points of view becomes enormously more possible, when you’re walking alongside each other. So I always think of the extraordinary conflict intelligence in this line from the first section of Joy Harjo’s poem, “The red shimmer of remembering will compel you up the / night to walk the perimeter of truth for understanding.”

This poem contains within it the understanding that we are not just people sitting at tables staring at each other. We are living, breathing beings on the land with other living, breathing beings. And being on the land — walking, using our body as our entire selves, not just as the body that holds our brain — this can remind us who we are, too.

Conflict is an absolutely natural and necessary element in all of life. We know that conflict can be used for terror. And what we’re hoping, I think, is that conflict can be used in the way that Joy Harjo is putting it across: to remind us of “who we are in this holy / realm of words” in order for conflict to be used for the possibility of making something and understanding our place in land, among beings, and in time.

[ music: “Into the Earth” by Gautam Srikishan ]

For this episode, we’re only looking at sections one and five of a six-section poem called “Conflict Resolution for Holy Beings,” and the fifth one is called “Eliminate Negative Attitudes During Conflict.” And what’s so interesting is that it goes straight into this poetic, beautiful, powerful, depiction of a panther in a tree waiting for its prey. And in a certain sense, too, the recognition in the prey that it is singing its death song.

I’ve thought for a long time about why is this titled “Eliminate Negative Attitudes During Conflict?” I can only say the way that I read it these days, but I definitely do read it to say, this is perfectly natural for one animal whose well-being and life is dependent on it eating another. That isn’t a negative attitude for a panther to see its prey and see it only as its prey. But I’m not a panther and nor am I prey. And so, for me, there’s a narrative confrontation that happens in the depiction that Joy Harjo uses here by using beautiful language, poetic language to describe other beings and, in a certain sense, to say, we don’t have to live that way. We don’t have to live in a way where we see another person as our prey or that we have to act as the predator. That is not how human community flourishes, even if so often we’re reminded that human community veers towards that in the wars that we have in our own countries and between countries.

It’s so easy, really, to be caught up in the life cycles of the panther and the prey and to see those as the only things that are living. But there are other living beings here, too. There’s the cypress tree, which presumably will live longer than the panther, and there’s also the morning star, which presumably will live longer than the cypress tree. There’s also the land upon which the cypress tree grows. And so what she’s depicting is things of different life cycles and very definitely I think saying this is not humanity, while we will have much shorter life cycles than the morning star, of course, we do not need to be people who divide human beings into categories of predator and prey.

[ music: “Arrival at Kirkenes” by Blue Dot Sessions ]

“Conflict Resolution for Holy Beings,” this poem is called,  and, in fact, it comes from a book that has the same title. And this poem has an epigraph from Norman Patrick Brown who was a Dineh poet and speaker. And the epigraph says, “I am the holy being of my mother’s prayer and / my father’s song.” And this, too, brings us into the imagination and, in a certain sense, the anthropology of this poem. This poem isn’t frightened of saying, we have to hold ourselves accountable. This poem isn’t frightened of saying, you need to be reminded of where you are, where you’ve come from, who will come after you. And also, this poem wants to assert again and again and again an anthropology of who we are. Holy beings. “I am the holy being of my mother’s prayer.” And towards the end of this, the first section of Joy Harjo’s poem, it says, “By listening we will understand who we are in this holy / realm of words”. And the question really is, how is it that I can act in correspondence with who it is I understand myself to be? And the imagination of this poem is, you can only understand yourself to be yourself in conversation with land, in conversation with ancestors, in conversation with the future, and in conversation with the language of justice.

[ music:“Creatures of Myth” by Gautam Srikishan ]

Chris Heagle: “Conflict Resolution for Holy Beings” comes from Joy Harjo’s book of the same title. Thank you to W. W. Norton & Company and Joy Harjo who gave us permission to use her poem. Read it on our website at onbeing.org .

Additional support for this mini-season of Poetry Unbound comes from:

Civic (Re)Solve — building communities of civic empowerment.

Quiet — listen and finish listening.

And The Hearthland Foundation — committed to justice, equity and connection, one creative act at a time.

Poetry Unbound is: Gautam Srikishan, Eddie Gonzalez, Lucas Johnson, Kayla Edwards, Tiffany Champion, Cameron Musar, and me, Chris Heagle.

Our music is composed and provided by Gautam Srikishan and Blue Dot Sessions.

This podcast is produced by On Being Studios, which is located on Dakota land. Open your world to poetry with us by subscribing to our Substack newsletter. You may also enjoy Pádraig’s book, Poetry Unbound: Fifty Poems to Open Your World .  For links and to find out more visit poetryunbound.org .

Books & Music

Recommended reading.

Conflict Resolution for Holy Beings

Author: Joy Harjo

Weav­ing Sun­down in a Scar­let Light: Fifty Poems for Fifty Years

An American Sunrise

She Had Some Horses

The On Being Project is an affiliate partner of Bookshop.org and Amazon.com. Any earnings we receive through these affiliate partnerships go into directly supporting The On Being Project.

Music Played

Music from Poetry Unbound

Artist: Gautam Srikishan

Angel Tooth

Artist: Blue Dot Sessions

Arrival at Kirkenes

Conflict resolution for holy beings (parts 1 & 5).

Written by Joy Harjo

Read by Pádraig Ó Tuama

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February 23, 2024

Refrigerator, 1957

If your home were a museum — and they all are, in a way — what would the contents of your refrigerator say about you and those you live with? In his poem “Refrigerator, 1957,” Thomas Lux opens the door to his childhood appliance and oh, does a three-quarters full jar of maraschino cherries speak volumes.

We’re pleased to offer Thomas Lux’s poem , and invite you to read Pádraig’s weekly Poetry Unbound Substack , read the Poetry Unbound book , or listen back to all our episodes .

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