workplace conflict resolution case study examples

Conflict Resolution: Case Studies and Success Stories

Overview of Conflict Resolution

Get information on programs by entering your zip code and request enrollment information.

Conflict is an inevitable part of life, and it can arise in various settings, whether it’s within personal relationships, at the workplace, or even in larger social and political contexts. Conflict resolution refers to the process of addressing and resolving these conflicts in a constructive manner that promotes understanding, collaboration, and positive outcomes for all parties involved. In this article, we will delve into the definition of conflict resolution, explore its benefits, and discuss different approaches to effectively resolve conflicts.

Definition of Conflict Resolution

Conflict resolution can be defined as the process of finding a peaceful resolution to disputes and disagreements. It involves identifying the underlying issues, understanding different perspectives, and working towards a mutually satisfactory solution. Conflict resolution aims to foster open communication, empathy, and respect among individuals or groups involved in the conflict.

Benefits of Conflict Resolution

Conflict resolution offers numerous benefits that contribute to personal growth, improved relationships, and enhanced productivity. Some of the key advantages include:

1. Improved Communication: Conflict resolution encourages open dialogue and active listening. It provides an opportunity for individuals to express their concerns and feelings without fear of judgment. Through effective communication, conflicts can be better understood and resolved.

2. Strengthened Relationships: By resolving conflicts in a respectful and constructive manner, relationships can be strengthened. Conflict resolution allows individuals to build trust, empathy, and understanding with one another, leading to healthier and more harmonious connections.

3. Increased Creativity: Conflict often arises from differing viewpoints or ideas. Through conflict resolution, diverse perspectives can be acknowledged and integrated, leading to innovative solutions. Embracing conflict can foster creativity and encourage out-of-the-box thinking.

4. Enhanced Problem-Solving Skills: Conflict resolution involves analyzing the root causes of conflicts and identifying potential solutions. By engaging in this process, individuals develop critical problem-solving skills that can be applied to future challenges.

5. Reduced Stress and Improved Well-being: Unresolved conflicts can cause stress, anxiety, and negative emotions. Conflict resolution provides a means to address these issues and find resolution, leading to reduced stress levels and improved overall well-being.

Different Approaches to Conflict Resolution

There are various approaches and strategies that can be utilized to resolve conflicts effectively. Some commonly employed methods include:

1. Collaborative Problem-Solving: This approach involves active participation from all parties involved in the conflict. It focuses on finding mutually beneficial solutions through open communication, brainstorming, and negotiation.

2. Mediation: Mediation involves the presence of a neutral third party who facilitates communication between conflicting parties. The mediator helps to identify common ground, clarify misunderstandings, and guide the process towards a resolution that satisfies all parties.

3. Compromise: In situations where finding a win-win solution is challenging, compromise may be necessary. This approach requires both parties to make concessions to reach a middle ground that addresses their core concerns.

4. Avoidance: In certain circumstances, avoiding or postponing a conflict may be appropriate. However, it is important to note that avoidance should not be the default approach, as unresolved conflicts can escalate and lead to further issues down the line.

5. Assertiveness and Communication Skills: Developing assertiveness and effective communication skills is crucial for resolving conflicts. These skills enable individuals to express their needs, concerns, and boundaries clearly while actively listening and empathizing with others.

By understanding the different approaches to conflict resolution and honing the necessary skills, individuals can navigate conflicts more effectively and foster healthier relationships in all aspects of life.

For additional resources on conflict resolution, you may find valuable information at respected websites such as www.mediate.com and www.pon.harvard.edu .

II. Case Studies in Conflict Resolution

A. case study #1: a workplace dispute.

In this case study, we will explore a common workplace dispute and discuss effective conflict resolution strategies that a life coach can employ to help parties involved find a resolution.

Background:

Two employees, Sarah and John, have been working together on a project for several months. However, lately, they have been experiencing conflicts and disagreements regarding the project’s direction and responsibilities. This has led to a toxic work environment and a decline in productivity.

Steps to Resolving the Conflict:

To address this workplace dispute, a life coach can guide Sarah and John through the following steps:

1. Active Listening: Encourage both parties to express their concerns and grievances. Ensure that each person feels heard and understood.

2. Identify Common Goals: Help Sarah and John recognize that they both share the common goal of completing the project successfully. Emphasize the importance of collaboration and cooperation.

3. Encourage Empathy: Foster understanding by encouraging each party to put themselves in the other’s shoes. This can help them gain perspective and develop empathy towards one another.

4. Brainstorm Solutions: Facilitate a brainstorming session where Sarah and John can generate potential solutions to the conflicts. Encourage open-mindedness and creativity.

5. Evaluate Options: Analyze the proposed solutions together, considering their feasibility, impact, and alignment with the project’s objectives. Help them assess the potential risks and benefits of each option.

6. Negotiate and Compromise: Assist Sarah and John in finding common ground by encouraging them to negotiate and make compromises. This may involve redistributing responsibilities or adjusting the project’s timeline.

7. Implement and Review: Support the implementation of the agreed-upon solutions and schedule regular check-ins to evaluate progress. Offer guidance and encouragement during this phase.

Additional Resources:

For more information on workplace conflict resolution, you may find the following resources helpful:

– Society for Human Resource Management (SHRM) – Managing Workplace Conflict – Mind Tools – Conflict Resolution

B. Case Study #2: A Marriage Breakdown

In this case study, we will explore a marriage breakdown and discuss how a life coach can assist couples in navigating through this challenging time to rebuild their relationship or find a healthy resolution.

Emma and David have been married for several years but have recently faced significant challenges in their relationship. They have been experiencing constant arguments, lack of communication, and growing resentment towards each other. Both partners are contemplating separation or divorce.

To address this marriage breakdown, a life coach can guide Emma and David through the following steps:

1. Create a Safe Space: Establish an environment where both partners feel safe to express their thoughts and emotions without judgment. Encourage open communication and active listening.

2. Identify Underlying Issues: Help Emma and David identify the root causes of their conflicts. This may involve exploring past experiences, unmet needs, or ineffective communication patterns.

3. Develop Effective Communication Skills: Teach Emma and David techniques for effective communication, such as active listening, expressing emotions constructively, and using “I” statements to avoid blame.

4. Rebuild Trust: Assist Emma and David in rebuilding trust by addressing past hurts and working towards forgiveness. Provide guidance on establishing healthy boundaries and fostering open and honest communication.

5. Explore Solutions: Encourage Emma and David to brainstorm potential solutions to their problems. Help them consider compromises and realistic expectations for the future of their relationship.

6. Seek Professional Help: Recommend couples therapy or marriage counseling to provide additional support. Collaborate with therapists or counselors to ensure a holistic approach to the healing process.

7. Continued Growth: Support Emma and David in their journey towards personal growth and self-awareness. Encourage them to maintain open lines of communication and regularly evaluate the progress of their relationship.

For further guidance on relationship conflict resolution, consider exploring these resources:

– The Gottman Institute – Psychology Today – Marriage Counseling

C. Case Study #3: An Interpersonal Problem

In this case study, we will examine an interpersonal problem between two friends and discuss how a life coach can help them navigate through the conflict and restore their friendship.

Sophie and Lisa have been close friends for years, but recently they have been experiencing frequent misunderstandings and conflicts. This has resulted in a strained relationship, with both feeling hurt and distant from one another.

To address this interpersonal problem, a life coach can guide Sophie and Lisa through the following steps:

1. Individual Self-reflection: Encourage Sophie and Lisa to reflect on their own emotions, reactions, and contributions to the conflict. Help them develop self-awareness to better understand their own perspectives.

2. Facilitate Open Dialogue: Create a safe and non-judgmental space for Sophie and Lisa to openly express their feelings and concerns. Encourage active listening and empathy during this conversation.

3. Find Common Ground: Help Sophie and Lisa identify shared values and interests that can serve as a foundation for rebuilding their friendship. Emphasize the importance of mutual respect and understanding.

4. Address Misunderstandings: Assist Sophie and Lisa in clarifying any misunderstandings that have contributed to their conflicts. Encourage them to seek clarification rather than making assumptions.

5. Practice Effective Communication: Teach Sophie and Lisa effective communication skills, such as assertiveness, active listening, and using “I” statements. Help them express their needs and concerns constructively.

6. Rebuild Trust: Guide Sophie and Lisa in rebuilding trust by setting clear expectations and boundaries. Encourage them to take small steps towards rebuilding their friendship while respecting each other’s boundaries.

7. Commitment to Growth: Encourage both parties to commit to personal growth and ongoing communication. Help them develop strategies for conflict resolution and maintaining a healthy friendship moving forward.

For further guidance on interpersonal conflict resolution, consider exploring these resources:

– SkillsYouNeed – Interpersonal Conflict Resolution – Mayo Clinic – Forgiveness: Letting Go of Grudges and Bitterness

Remember, as a life coach, your role is to guide individuals through conflicts and empower them to find their own resolutions. These case studies provide insights into the process of conflict resolution and serve as a foundation for further exploration in your life coaching journey.

Success Stories in Conflict Resolution

Success story #1: resolving a family argument.

Family conflicts can be emotionally draining and have long-lasting effects on relationships. However, with the right guidance and approach, these conflicts can be resolved, leading to stronger family bonds. Let’s explore a success story that highlights effective conflict resolution within a family.

In this particular case, a family came to a life coach seeking help in resolving a heated argument that had been ongoing for months. The conflict involved differences in opinions on financial matters and had created a significant rift between family members. Here’s how the life coach helped them find a resolution:

– The life coach facilitated open and honest communication among all family members, ensuring that each person had an opportunity to express their feelings and concerns without interruption. – By actively listening to each family member’s perspective, the life coach helped them gain a deeper understanding of one another’s underlying motivations and fears. – The life coach encouraged empathy and encouraged family members to put themselves in each other’s shoes, fostering understanding and compassion. – Together, the family identified common goals and values, finding areas of compromise where they could align their interests. – The life coach guided them in developing effective communication strategies, teaching them techniques to express their thoughts and emotions constructively. – Through consistent practice and patience, the family gradually rebuilt trust and repaired their relationships.

Today, this family enjoys a harmonious atmosphere, free from the animosity that once plagued their interactions. They have learned how to navigate conflicts in a healthy manner, allowing them to maintain strong bonds and support each other through life’s challenges.

Success Story #2: Reconciliation between Friends after a Fight

Friendships can encounter rough patches, often resulting in hurt feelings and strained connections. However, with the right guidance, friends can overcome their differences and rebuild their relationship. Let’s delve into a success story that illustrates how friends achieved reconciliation after a fight.

Two close friends, who had known each other for years, found themselves in a heated argument over a misunderstanding. The disagreement escalated quickly, leading to hurtful words and a complete breakdown in communication. Seeking resolution, they turned to a life coach for guidance. Here’s how the life coach helped them mend their friendship:

– The life coach facilitated a safe and non-judgmental space where both friends could express their feelings honestly and openly. – Through active listening, the life coach helped each friend understand the other’s perspective and recognize the impact of their words and actions. – The life coach guided them in acknowledging their mistakes and taking responsibility for their role in the conflict. – With the life coach’s assistance, the friends learned effective communication techniques, such as using “I” statements and active listening, to express their thoughts and emotions without triggering defensiveness. – They worked together to identify shared values and goals, finding common ground on which to rebuild their friendship. – The life coach encouraged forgiveness and helped them develop strategies to prevent similar conflicts in the future.

As a result of their commitment to healing and growth, these friends managed to reconcile their differences and rebuild their friendship on a foundation of trust and understanding. Today, they cherish their renewed bond and have developed stronger conflict resolution skills that positively impact all areas of their lives.

Success Story #3: Overcoming Cultural Differences within a Group

In an increasingly diverse world, conflicts arising from cultural differences are not uncommon. However, with the right approach, groups can successfully navigate these differences and create inclusive environments. Let’s explore a success story that exemplifies overcoming cultural differences within a group.

A team comprised of individuals from various cultural backgrounds was struggling to work cohesively due to misunderstandings and conflicts arising from cultural norms and values. Seeking resolution, they sought the guidance of a life coach. Here’s how the life coach helped them bridge their cultural differences:

– The life coach facilitated open and respectful dialogue, allowing each team member to share their cultural perspectives and experiences. – By fostering a sense of curiosity and learning, the life coach encouraged team members to embrace diversity and view it as an asset rather than a barrier. – The life coach promoted active listening and empathy, enabling team members to understand the cultural context behind each other’s behaviors and communication styles. – Together, they identified shared goals and values, emphasizing the importance of collaboration and mutual respect. – The life coach organized team-building activities that encouraged cross-cultural understanding and appreciation. – Through ongoing coaching sessions, the life coach provided tools and strategies for effective communication, conflict resolution, and cultural sensitivity.

With the life coach’s guidance, this team successfully overcame their cultural differences. They developed a deep appreciation for one another’s backgrounds and strengths, leading to increased collaboration and productivity. Today, they celebrate their diversity and work together harmoniously towards shared goals.

Success Story #4: Breaking Down Barriers between Colleagues

Workplace conflicts can hinder productivity and create a toxic environment. However, with the right intervention, colleagues can resolve their differences and foster a positive work atmosphere. Let’s explore a success story that showcases breaking down barriers between colleagues.

Two colleagues were constantly at odds due to conflicting work styles and communication breakdowns. Their lack of cooperation was negatively impacting their team’s dynamics. Seeking a resolution, they turned to a life coach. Here’s how the life coach helped them overcome their differences:

– The life coach facilitated open and honest conversations, allowing each colleague to express their frustrations and concerns in a safe environment. – By providing objective feedback, the life coach helped them gain insight into their own behaviors and how they contributed to the conflict. – The life coach encouraged active listening and taught them effective communication techniques, such as paraphrasing and asking clarifying questions. – They worked together to identify shared goals and the importance of collaboration in achieving team success. – The life coach guided them in developing strategies to manage conflict constructively, emphasizing compromise and finding win-win solutions. – Through ongoing coaching sessions, the life coach provided support and accountability to ensure long-term behavioral changes.

As a result of their commitment to personal growth and collaboration, these colleagues managed to break down barriers and build a more harmonious working relationship. Their improved communication skills and ability to navigate conflicts positively impacted not only their own professional growth but also the overall team dynamics.

By sharing these success stories, we hope to inspire and demonstrate the transformative power of conflict resolution. With the assistance of a skilled life coach, individuals and groups can overcome conflicts, mend relationships, and create positive change in their lives.

Practical Tips for Implementing Conflict Resolution Strategies

Conflict is an inevitable part of life, and learning how to effectively resolve conflicts is a valuable skill that can greatly enhance our personal and professional relationships. As a life coach, it is essential to equip yourself with practical strategies to guide your clients through these challenging situations. In this article, we will explore four key tips for implementing conflict resolution strategies that can bring about positive outcomes.

Tip #1: Openly Communicate with All Parties Involved

Effective communication lies at the heart of conflict resolution. Encourage all parties involved in the conflict to openly express their thoughts, feelings, and concerns. As a life coach, you can guide them through this process by:

– Actively listening: Encourage active listening among the parties involved. This means paying attention, showing genuine interest, and providing verbal and non-verbal cues that demonstrate understanding.

– Reflective questioning: Help participants gain deeper insights by asking thought-provoking questions that encourage self-reflection and empathy towards others.

– Paraphrasing: Summarize what each party has expressed to ensure clarity and avoid misinterpretation.

Remember, open communication requires creating a safe space where everyone feels comfortable expressing themselves without fear of judgment or retaliation.

Tip #2: Establish Ground Rules and Boundaries for Discussion

To maintain a productive and respectful atmosphere during conflict resolution, it is crucial to establish ground rules and boundaries. These guidelines will help maintain focus and prevent discussions from becoming heated or unproductive. Here are some examples of ground rules to consider:

– One person speaks at a time: This ensures that everyone has an opportunity to be heard without interruptions.

– Use “I” statements: Encourage participants to express their thoughts and feelings using “I” statements instead of blaming or accusing others.

– Respectful language: Emphasize the importance of using respectful and non-inflammatory language to avoid escalating tensions.

By establishing clear ground rules, you can create an environment conducive to finding common ground and resolving conflicts more effectively.

Tip #3: Create an Environment Where Everyone Feels Safe and Respected

Conflict resolution requires a safe and respectful environment where all parties feel comfortable sharing their perspectives. As a life coach, you can foster such an environment by:

– Emphasizing confidentiality: Assure participants that what is shared during the conflict resolution process will remain confidential, allowing them to speak openly without fear of repercussions.

– Encouraging empathy: Help individuals develop empathy by highlighting the importance of understanding others’ viewpoints and experiences.

– Managing emotions: Teach techniques for managing emotions such as deep breathing, mindfulness, or taking breaks when discussions become emotionally charged.

Creating a safe and respectful environment encourages open dialogue, facilitates understanding, and promotes collaborative problem-solving.

Tip #4: Remain Positive, Flexible, and Empathetic During the Process

As a life coach guiding the conflict resolution process, it is essential to model positive behavior. Maintain a positive mindset, demonstrate flexibility, and cultivate empathy towards all parties involved. Here’s how you can achieve this:

– Focus on solutions: Encourage participants to shift their focus from dwelling on the problem towards finding practical solutions that benefit everyone.

– Foster collaboration: Facilitate brainstorming sessions where all parties can contribute ideas and work together towards a mutually agreeable resolution.

– Validate emotions: Acknowledge and validate the emotions expressed by each participant, demonstrating empathy and understanding.

By remaining positive, flexible, and empathetic throughout the process, you can inspire and motivate all parties involved to actively engage in finding resolution.

In conclusion, conflict resolution is a vital skill for personal and professional growth. By implementing these practical tips – openly communicating, establishing ground rules, creating a safe environment, and remaining positive and empathetic – you can guide individuals towards resolving conflicts effectively and fostering stronger relationships.

For more information on conflict resolution strategies, you may visit the following authority websites:

– Mind Tools – Conflict Resolution – Skills You Need – Conflict Resolution

Remember, as a life coach, your expertise in conflict resolution can empower your clients to navigate conflicts successfully and achieve personal and professional fulfillment.

Money Back Life Coach Training & Certification Guarantee!

What is a Life Coach?

Life Coach Training & Certification News & Resources

• The Impact of Life Coaching on Mental Health

Popular Locations

• 7Park Data, Inc.
• Adobe Systems Incorporated
• Aetna, a CVS Health Company
• AMC Networks
• American Express Company
• Apartment Therapy Media
• AppNexus, a Xandr Company
• Arch Insurance
• Arrow Electronics
• Art Processors
• Attune Insurance Services, LLC
• Aurora Solar
• Back Market
• Bank of America
• Better Companies
• Better Mortgage
• Black Community
• Bloomberg LP
• Blue Cross and Blue Shield North Carolina
• Bluecore Inc
• Bridgewater Associates
• Bristol Myers Squibb
• Cable News Network, Inc.
• Capital One
• Carbon Direct
• Career and Interview Tips
• CB Insights
• CenturyLink Inc.
• Chainalysis Inc.
• CHG Healthcare
• Cisco Meraki
• Clarus Commerce
• CloudBees, Inc.
• Cockroach Labs
• Collective Insights
• Collins Aerospace
• Comlinkdata
• Companies That Care
• Contrast Security
• Costar Group
• CoverMyMeds
• Crowdstreet
• Culture Amp
• Dassault Systemes
• Dell Technologies
• Deutsche Bank AG
• DigitalOcean
• Dishcraft Robotics
• Diversity Reboot Newsletter
• Diversity Reboot Summit 2020 Product Expo
• Diversity Reboot Summit 2021 Virtual Booths
• Diversity Reboot Summit Speakers
• Dow Jones Company
• DreamSpring
• Duck Creek Technologies
• Energy Impact Partners
• Expedia Group
• Featured Post
• Featured Talks
• Flatiron Health Inc
• Flexport, Inc.
• Flocabulary
• Folsom Labs
• For Employers
• Forbes Media
• Freddie Mac
• FTI Consulting
• Gainsight, Inc.
• Gamechanger
• General Assembly
• GoEuro Travel GmbH
• Goldman Sachs
• Greenhouse Software
• Halliburton
• Healthfirst Inc
• Hitachi Energy
• Homecare Homebase
• In Person Events
• insightsoftware
• Jama Software
• Johnson & Johnson
• Juniper Networks, Inc.
• Katharine Zaleski's Blog
• Kensho Technologies
• Kin + Carta
• Knotel, Inc.
• L3 Technologies
• LendingClub
• LetsGetChecked
• Liberty Hill Foundation
• Light & Wonder
• Lockheed Martin
• Managed By Q Inc
• Manifold.co
• McMaster-Carr Supply
• Meredith Corporation
• Metromile, Inc.
• Microsoft Corporation
• Millennium Management
• Moody's
• Moov Financial
• Morgan Stanley
• Morning Consult
• MyFitnessPal
• National Geospatial-Intelligence Agency
• National Security Agency (NSA)
• NBCUniversal
• New York Life Insurance Company
• Nextdoor.com, Inc.
• Northrop Grumman
• Novelis Inc.
• One Medical
• OneLogin, Inc.
• Oscar Insurance Corp
• OUTFRONT Media Inc.
• Pacific Western Bank
• Partnership on AI to Benefit People and Society
• Pax Labs Inc
• Pitney Bowes Inc.
• PlayStation
• Plenty Of Fish
• Pluralsight
• Polis, Inc.
• PowerToFly Hires
• PowerToFly VIP
• Previous Event
• Procore Technologies Inc
• Product Updates
• PromptWorks
• Quicken Loans
• Raytheon Technologies
• Realtor.com
• RebelMouse Test
• Reddit, Inc.
• Reference Point
• Remote Hiring
• Rest Of World
• Riot Games Inc
• Rockstar Games
• S&P Global Inc
• Sapient Consulting
• Schneider Electric
• ScienceLogic
• Sentropy Technologies
• Shopify Inc.
• Slack Technologies, LLC, a Salesforce company
• Smartsheet Inc.
• SoftwareOne
• Solo Brands
• SoundCloud Inc.
• Spoiler Alert
• Stack Overflow
• State Listings Inc.
• Stem Disintermedia
• Sun Life US
• Surescripts LLC
• T Rowe Price
• Talent Sourcing Trends
• Tandem Diabetes
• Teachers Pay Teachers
• Testimonials
• Thales Usa Inc.
• The Recycling Partnership
• The Walt Disney Company
• Thornburg Investment Management
• Thrive Global
• Trail of Bits
• Trending Topics
• TrussWorks, Inc
• UiPath, Inc.
• United Technologies
• UnitedHealth Group
• Unstoppable Domains
• Upcoming Event
• uShip, Inc.
• Verizon Communications
• Viacom Inc.
• VICE Media Group
• Virtu Financial
• Vouch Insurance
• Waters Corporation
• Wayfair Inc.
• Wells Fargo Company
• Wolters Kluwer
• Women at Work
• Work & Co
• Work-Life Integration
• WW (Formerly Weight Watchers)
• YouCanBook.me
• Zendesk, Inc.
• Zeta Global

Examples of Conflict in the Workplace - Scenarios & Solutions

Table of Contents

• Scenario 1 — You get off on the wrong foot with a new coworker
• Scenario 2 — Someone sends you urgent requests after hours
• Scenario 3 — Things got awkward between you and your work friend after you got a promotion
• Scenario 4 — Your supervisor is playing favorites, giving preferential treatment and more opportunities to certain team members.

Conflict in the workplace is inevitable.

So how can we set ourselves up to deal with conflict as constructively and professionally as possible?

After all, conflict is a necessary - and healthy - element of all human relationships. The key is to make sure that bottled up emotions and/or uncontrolled outbursts don't lead to toxicity in the workplace.

That's why we hosted an interactive chat with Sharon Ray, a conflict resolution expert with 25+ years of experience in HR.

Watch the Chat

"Anytime you deal with people, you're going to have some sort of disagreement or conflict. Conflict in the workplace is an exercise in persuasion. Being able to problem solve and find the best solution for both sides."

Sharon fielded questions from the PowerToFly community about how to deal with a number of examples of conflict in the workplace.

You get off on the wrong foot with a new coworker.

They ask you for help responding to a customer inquiry, but you refuse to lend a hand because you are working on a tight deadline and don't want to waste time. There has been tension between you two ever since, and now you need their help on a project, but they're not being very responsive.

How do you recover?

Proposed Solution

Go own it! Find an appropriate time to walk up to them and say,"I understand that we got off on the wrong foot. My apologies for that. What I'm trying to resolve is X. Can we have a conversation about that?"

Regardless of who the conflict is with - an employee, your boss, etc., they'll think more highly of you if you demonstrate self-awareness. The conversation may be awkward, but that's better than a tense relationship that could last years all because you got off on the wrong foot.

Key Focus : It's all about how you approach the situation.

Try to maintain respect in the conversation and understand that it does not mean that you're going to love each other at the end of it. At the end of the day you are trying to resolve something so that you can move forward and execute on whatever project or plan you need to deliver.

You're frustrated because your colleague in France keeps messaging you at 5am (your time). They send you seemingly urgent requests when you're sleeping or just waking up, and you're sick of being bombarded with 11 requests before you've even sat down at your desk. You get the vibe they don't like you very much and you don't know how to approach them.

Avoiding confrontation is making your situation worse, not better! Schedule a time to chat with them via phone or video call.

Bring the spirit of collaboration to the table!

Uncover the root of the problem by asking questions - "Is there any particular reason you send me requests before I'm up? Am I responding to you too late?"

Once you understand why they're doing it, you can help them articulate their needs. Maybe they send you 11 messages at 6am because that's right before their lunchtime, and they don't want to forget their questions when they go on break.

Now figure out a solution that works for both of you. Can they send themselves a reminder on Slack to ping you with their questions when you're at your desk? Can you just ignore their messages until you clock in now that you understand they're not time sensitive? Should you schedule a morning check in to go over these requests in real time rather than via message?

Key Focus: Have a candid conversation to ease any tensions long distance can bring.

You got a promotion that your friend at work was also gunning for. Now things are awkward between you two. You definitely want to keep the friendship going, but they aren't even speaking to you outside of team meetings.

Sharon suggests going up to the person and owning it. Tell them that you know it's an uncomfortable situation and that you'd like to continue the relationship. These situations are tough, but radical candor is important - learn more about how to practice it in the workplace here .

Key Focus: Be proactive. Break the ice. Figure out how to work together.

Important Note: Never apologize for your promotion/moving your career forward. Prepare to be content with the other person's decision if they are no longer interested in continuing the friendship.

Tensions are rising in the office as it becomes increasingly clear that your manager is playing favorites. Certain team members consistently receive the most exciting projects, professional development opportunities, and public recognition. While others, including you, are overlooked despite boasting equal or superior performance. This favoritism has led to low morale and a sense of unfairness among the team, which hinders overall productivity and collaboration.

To address this issue, it's important to map specific times when you've noticed this happening to yourself. That way, you can come prepared with examples for the meeting, Having a well-thought-out plan before approaching your manager is key. Begin by requesting a private meeting to discuss your concerns.

In this meeting, be calm and professional. Provide specific examples of instances where favoritism has been observed, focusing on the impact on team morale and performance rather than personal grievances. Emphasize the importance of fairness and equal opportunity in fostering a productive and motivated team.

Depending on the conversation, you might suggest implementing a more transparent and inclusive system for assigning projects and opportunities, with clear, objective criteria for distributing assignments and recognition. In addition, you can suggest regular team meetings where progress, accomplishments, and future opportunities are discussed openly so that everyone is informed and feels included. Encourage your manager to solicit feedback from all team members to ensure everyone's skills and contributions are recognized, and the company distributes development opportunities equally. By fostering a more equitable environment, your team can improve morale, enhance collaboration, and increase productivity.

Don't see your specific scenario listed above? Feel free to check out the full video for more examples of conflict in the workplace scenarios - and solutions!

Here are some highlighted questions from the chat and learn :

• What steps should I be taking to resolve conflicts at work? (4:21)
• What if the company you work for does not have an HR department, Should we expect the owner of the company to be the mediator? If so, are there tools he/she could reference when dealing with this type of situation? (4:29)
• How do I know when to escalate an issue with a coworker? (10:35)
• What are some suggestions to implement when management refuses to address issues of conflict? (10:42)
• I feel like my team is always combating my ideas. How do I address this? (17:47)
• How does one approach a manager who is part of the conflict without being scared to bring up the issue? (17:55)
• As a manager, how can I help my team address conflict better? (29:20)
• Could you please talk about conflict resolution and remote/international teams who may have geographical and cultural differences? (43:08)
• How do you best approach a coworker (same tenure) who's not doing their share of the work, while being respectful/not coming across as a manager/supervisor? (44:48)
• How do you think conflict can be an avenue for innovation? (47:34)

We'll leave you with some parting words from Sharon: "Whatever the scenario, keep in mind that we are human, and will face conflict. How we resolve that conflict is key."

16 thought-provoking questions about diversity and inclusion

28 microaggression examples at work & in everyday life, 19 impactful diversity & inclusion activities in the workplace.

What Is Conflict Resolution?

Why are conflict resolution skills important, conflict resolution skills examples, conflict resolution skills at work: case studies, how to build conflict resolution skills, conflict resolution skills: the bottom line, how to build conflict resolution skills: case studies and examples.

• Share on Twitter Share on Twitter
• Share on Facebook Share on Facebook
• Share on LinkedIn Share on LinkedIn

Forage puts students first. Our blog articles are written independently by our editorial team. They have not been paid for or sponsored by our partners. See our full  editorial guidelines .

Table of Contents

No one likes conflict. When you disagree with a coworker, it can be awkward at best and lead to job dissatisfaction and even a threat to your position at worst. Conflict resolution skills are crucial to positive work relationships, success, and growth at work. 

But what exactly are conflict resolution skills? How can you cultivate them, even without work experience? We’ll discuss everything you need to know about conflict resolution, why it’s essential, and how to build these critical soft skills — without stepping foot into an office.

Conflict resolution is the ability to end a dispute respectfully in a way that benefits all parties. More simply, it’s the ability to end a disagreement, argument, or even a fight politely and successfully.

In our everyday lives, this can range from something as simple as disagreeing with your friend on what to cook for dinner to something larger like addressing your friend’s feelings when they’re feeling left out of your friend group. In the workplace, conflict ranges from small to big, too; you might disagree with a coworker about how to phrase an email your company is sending, or you might have a more significant conflict about how they acted while working with you on a project. 

Regardless of the situation, conflict resolution skills can help you work through challenges with others to get your work done more efficiently and stress-free. Conflict resolution skills can lead to: 

• Better working relationships: Working with someone you find difficult is no fun. Conflict resolution skills can help you iron out issues so you can work together harmoniously.
• Getting work done more efficiently: When you can resolve conflict with others, work, especially collaborative projects, becomes much more manageable. You don’t need a coworker to be yet another blocker to hitting your team’s goals; instead, work becomes easier when you can collaborate and work together, not against each other.
• Happier work environment: It’s unpleasant to show up to work (in-person or virtually) when you have a conflict with someone. Addressing issues head-on can clear the air and make your work experience more enjoyable.
• Career growth: Conflict resolution skills are valuable soft skills. Being an effective mediator can help you become a more successful and personable employee, someone everyone wants to work with and have on their team.

Client Service

Practice de-escalating conflict as a customer service specialist. Record a call between you and your client and suggest a suitable path forward.

Avg. Time: 3-4 hours

Skills you’ll build: Triage, problem-solving, de-escalation, customer retention, composure

Conflict resolution requires various skills to effectively listen to others, empathize with them, and work together toward a solution. 

Active Listening

Active listening is when you’re not only listening to someone but actively engaging with and processing what they’re saying. It might look like engaged body language (like nodding and eye contact) or asking follow-up questions to clarify or further explore what the other person was saying.

Active listening is vital to conflict resolution. It allows you to truly understand and process what the other person in the conflict is going through. Listening to their perspective and taking it seriously can help you know where they’re coming from and find a solution that considers their feelings, perspectives, and goals. 

Negotiation

Resolving a conflict often means you’ll need to use negotiation skills to get the outcome you’re looking for. The goal is to find a solution that works for both or all parties, which means asking for what you want while trying to find a middle ground. 

Many of us may shy away from conflict because it requires asserting ourselves in sometimes awkward or difficult situations. This is where leadership skills come in. The decision to resolve a conflict requires one person to step up to address the problem — taking ownership, considering multiple perspectives, and developing an action plan. 

Decision-Making

Conflict resolution ends with a decision that benefits all parties. Good decision-making skills can help you assess the facts of the situation and come to a rational conclusion. These skills also come in handy when a conflict seems to drag on forever; people who are good decision-makers are biased toward action and focus on finding a solution rather than continuing to fight.

Communication

Unfortunately, even if you’re in a dispute with a person you really can’t stand, you’ll need to communicate with them to resolve a conflict. Using communication skills to speak or write confidently, clearly, and with empathy can help you find an agreeable solution more efficiently. 

>>MORE: What Are Verbal Communication Skills?

Collaboration

When you’re in a conflict, it can feel like you’re going head-to-head with someone else; however, you must work together to resolve that conflict. Collaboration skills ensure you consider the other person’s perspective, communicate the right information, and work together to determine the best solution.

Now you know what conflict resolution skills are, but how are they actually applied at work?

Connecting on the Outcome

Peter Premenko, founder and president of Phronesis Group, a boutique consultancy focusing on leadership, management, and team culture development, shared a time he wanted to change a company process—but not everyone was on board.

“My team needed to change the way we executed new employee onboarding,” Premenko says. “Our director of recruiting was dead set against the change because our existing program was world-class, and his team relied on it as part of the pitch to come work for our company. My approach with him was to take things up a level to something we did agree on: having the best people doing their best work for our company. This way we were solving a problem we both cared about together, instead of trying to defend my priority and defeat his. It took a little longer than I might have liked, but he eventually saw why the change I wanted to make was important and agreed to it.”

Connecting on why Premenko wanted to make the change allowed the director of recruiting to understand his motivation and realize they shared the same goal. 

Leading With Kindness

Stefan Chekanov, co-founder and CEO of Brosix, a secure instant messenger, shared a stressful moment when his team had been working hard to release new software features, include an AI integration, and redesign the company website. 

“This churn caused a bit of extra tension to start brewing internally, and unproductive, heated discussions rarely lead to anything more than mutual frustration,” Chekanov says.

To resolve the conflict, Chekanov decided to lead with kindness. 

“Whenever I noticed a team member (including myself) becoming increasingly agitated, I set up a private meeting for a genuine heart-to-heart,” he said. “At the end of the day, leading with empathy is how I gently nudge communication in a more constructive, positive direction. You don’t need work experience to be a decent human being, to put it simply.”

Providing Context

I had a conflict with a manager about an article I was working on about the “girlboss.” The main point of my article was that “girlboss” isn’t something to strive to be, but my manager disagreed and asked me to rewrite the piece. She took offense, thinking I wasn’t advocating for women’s advancement in the workplace; I took offense because she thought those were my views!

To resolve the conflict, I realized a vital piece of context was missing. As a Gen Zer, “girlboss” is a term my friends and I use sarcastically and jokingly; however, when the term first came into the cultural context, it was considered empowering. 

>>MORE: Bye-Bye, ‘Bandwidth’ — 50 Examples of Gen Z Jargon at Work

I did more research to show my manager how the conversation around the term had changed and brought concrete examples of how people were using the term now. After providing that context, we were able to edit the piece to add that research and nuance. It led to one of my favorite pieces I’ve ever written — one that was much better than the first draft I’d handed in.

Listening to Everyone’s Ideas

Kimberly Best’s work directly involves conflict resolution; she’s a civil mediator, trained family mediator, certified arbitrator, and owner of Best Conflict Solutions. She worked closely with a health care system with 17 medical offices struggling with employees leaving — the system had an attrition rate of 33%.

With such a company-wide issue, Best sought to understand what leaders and employees had to say. 

“First, I spoke with managers to hear what they experienced and what they proposed as resolutions,” she said. “I then formulated a statistically valid and reliable survey. I included a Likert scale and open-ended questions to get a full picture of management and team experience. Then I met with individuals and heard their stories and ideas. I asked teams to propose their needs and provide solutions.”

After listening to various people, Best used the data to meet with management and brainstorm what they could do differently. 

“Ironically, one primary need was for conflict management training and an effective conflict management system,” she said. “I provided conflict management training to teams and managers.”

After Best both provided training and helped create a system for conflict management processes, attrition at the health care system was 18% the following year.

Soft skills can feel more challenging to build because they’re less tangible than hard skills . For example, it may seem easier to approach learning programming skills , where you can take a coding bootcamp , than to learn how to collaborate better. But that doesn’t mean you can’t learn soft skills — or that you need to be in the workplace to learn them! Here’s what conflict resolution experts recommend if you’re looking to build these soft skills before landing your first role.

Role-Playing

“Participate in role-playing exercises or simulations that mimic workplace conflicts,” says Beth Fries, an organizational leadership professional and doctoral candidate researching readiness skills in diverse corporate sectors. “This can be done in a classroom setting, with friends or mentors, or through online platforms.”

Forage job simulations can help you practice conflict resolution skills without needing a friend or even leaving your home. 

Getting Ready to Join the Workforce

Practice using mediation skills to resolve an internal conflict on your team.

Avg. Time: 4-5 hours

Skills you’ll build: Emotional intelligence, prioritization, time management, self-reflection

Get Feedback

Fortunately (and unfortunately), conflict is often a part of our everyday lives, even if we might not realize it. The next time you argue with a friend or disagree with a family member, take a step back and reflect on how you approached the situation.

“Ask friends, family, or mentors for feedback on handling conflicts in everyday situations,” Fries says. “Use their input to improve your approach.”

Practice the Process

Kristyn Carmichael, professional mediator, family attorney, and certified divorce financial analyst, shares a three-step process for resolving conflict: listen, respond, resolve.

First, use active listening skills as the other person shares their perspective. Carmichael notes it’s essential to identify the “underlying issues rather than positions.”

A position is someone’s feelings about a situation, like “I don’t like working in a group with you.” 

“An interest is the underlying why: the person fears you will overshadow their work or get credit; they’re nervous you won’t put in work due to past experience; they don’t like you because you stole their lunch once (even on accident),” Carmichael says. “We all have underlying interests for what we want. It is important to be an active listener and ask questions, not become defensive or shut the other person down by shifting the conversation to yourself.”

Next, it’s time to respond by addressing the issues the person raised and acknowledging their feelings, even if you disagree with them. 

Using the same scenario of someone not wanting to work in a group with you, Carmichael offers an example response:

“Thank you for sharing with me that you don’t want to be on this project with me because you have heard negative things about my work ethic from others who have worked with me and you don’t think we will get along. I appreciate you sharing your thoughts and understand why you may be nervous to work with me.” 

Ultimately, your goal is to find a resolution that benefits everyone. Carmichael recommends brainstorming solutions that work for both parties. Once you’ve decided on one, ensure you have a plan to implement and follow through on the resolution.

Conflict can be scary, and you might try to avoid it. Yet good conflict resolution skills can not only improve your working relationships, but can also lead to career growth and a happier work environment.

“Conflict is not bad; it’s a sign of a problem to solve,” Best says. “The most important thing in conflict resolution is building trust. This is done by listening well, empathy through genuine caring, and providing an environment that is safe to be honest. Safety is achieved through the above and through confidentiality and an environment without blame or judgment. When people feel heard, understood, and validated — the world makes sense through their eyes, and you demonstrate that you can see that — then creativity and problem-solving begin.”

Image credit: Canva

Related Posts

6 negotiation skills to level up your work life, what is github uses and getting started, what is git definition and how to use it, upskill with forage.

Gain job skills you can talk about in interviews.

Newly Launched - AI Presentation Maker

Researched by Consultants from Top-Tier Management Companies

AI PPT Maker

Powerpoint Templates

Icon Bundle

Kpi Dashboard

Professional

Business Plans

Swot Analysis

Gantt Chart

Business Proposal

Marketing Plan

Project Management

Business Case

Business Model

Cyber Security

Business PPT

Digital Marketing

Digital Transformation

Human Resources

Product Management

Artificial Intelligence

Company Profile

Acknowledgement PPT

PPT Presentation

Reports Brochures

One Page Pitch

Interview PPT

All Categories

Must-Have Conflict Management Case Study Examples with Templates and Samples

Ananya Bhaduri

“Avoiding conflict doesn’t make it go away; it just goes away and sharpens its fangs.”- Amy Alkon.

Conflicts often emerge like untamed brushstrokes on a canvas in the vast tapestry of the modern workplace, where diverse personalities and ambitions intertwine. Like skilled artists, adept leaders know conflict management is critical to transforming these chaotic clashes into harmonious masterpieces. Picture a symphony conductor orchestrating a medley of differing notes, rhythmically merging dissonance into a harmonious melody. Workplace conflict management is akin to that conductor, delicately navigating the complexities of human interaction, listening to the various voices and perspectives, and conducting a harmonious resolution. It is the art of understanding, empathy, and communication, allowing teams to transcend discord and embark on a collective journey toward collaboration and success.

Importance of Conflict Management

Conflict management or conflict resolution is essential for fostering productive and harmonious relationships in both personal and professional contexts. It is pivotal in promoting understanding, resolving differences, and facilitating growth and innovation. Effective conflict management enables individuals and groups to navigate disagreements, negotiate compromises and maintain a positive and collaborative atmosphere.

By addressing conflicts constructively, conflicts can be transformed into opportunities for learning and development. Conflict management helps to prevent escalation and destructive outcomes, such as strained relationships, loss of trust, and decreased productivity. It promotes open communication, active listening, end empathy, allowing parties to express their concerns, interests, and needs.

Moreover, conflict management is crucial for promoting diversity and inclusivity. It encourages the exploration of various perspectives and fosters a culture of respect and acceptance. By acknowledging and valuing differences, conflicts can be seen as a means to challenge assumptions, foster creativity, and drive innovation.

In summary, conflict management is of utmost importance. It enables individuals and organizations to handle disagreements and differences constructively, improving relationships, increasing productivity, and creating a more inclusive and resilient environment. 

Suppose you're willing to offer practical training for your team and colleagues regarding conflict management. In that case, you can check our training module, which focuses on workplace conflict and prevention techniques.

Template 1: A Case Study on Conflict Management at Workplace 

Explore the following template that showcases a case study on workplace conflict management. Use this pre-designed template to outline the context of the conflict within your organization. This concise yet comprehensible template enables your workforce to effectively grasp the conflict's background. Get this template now!

Download now

Template 2: A case study on Conflict Management at the Workplace

Use this slide to highlight the decision regarding conflict management in your organization. This template describes the decision taken and the outcome of the decision. This ready-to-use template is column structured. One explains the decisions taken, and the other denotes the outcomes. This format easily attracts customers; you can edit the decisions and outcomes per your requirements.

Template 3: Recommended Conflict Management Solution Template

This content-ready template helps you showcase the recommendations regarding the conflict management solution. It states that the decisions should be based on facts, and there should be proper reasoning when making the decisions. On the other hand, it also mentions using external assessment firms for making such decisions. Lastly, you can formulate workplace behavior rules and regulations to control aggressive employee behavior. Since this template is customizable, you can add more recommendations according to your needs. 

Template 4: Case Study on Employee Dispute at Workplace Template

This PPT Slide allows you to describe the background of the employee dispute in your workplace. Disputes or conflicts can be based on discrimination. In this template, you can highlight the conflict between the employees and what are the issues faced by them. Get this slide now to get started!

Template 5: Conflict with Manager Template

Use this slide to emphasize the background of the conflict involving the manager. This specific slide highlights the conflict stemming from divergent perspectives on a project. Our dedicated experts have designed these templates to be easily editable, enabling you to incorporate the conflict's background according to your specific needs. Access this template from the given link.

Template 6: Conflict Resolution Approach Template

Discover this PPT Template that showcases the conflict resolution approach adopted within your organization. Within this template, the initial resolution articulates a clear and rational rationale for the change in approach. The second resolution emphasizes the significance of mutual agreement through a constructive dialogue between the employee and the manager. You have the flexibility to customize the resolutions based on the conflict background prevalent in your company. The captivating structure and enriching content of this template will undoubtedly captivate your audience. Act now and seize this opportunity!

Template 7: Mediation at Workplace Template

Mediation holds utmost importance in resolving workplace conflicts among employees or teams. To address conflicts within your company, avail yourself of this downloadable template. It provides a platform to outline the background of the conflict comprehensively. The template emphasizes conducting a role play to effectively resolve the conflict, suggesting the involvement of three individuals as volunteers to portray the employees' roles. However, you have the liberty to customize the template to suit your specific requirements. Download this template right away.

Template 8: Outcome of the Decision Template

This template allows you to focus on the Outcome of the decision. It states that the mediation process helps when communication doesn't work. With this template, you can identify the cause of failure and find new ways of working together. Grab this template now!

Template 9: Conflict Resolution Template

Use this PPT Slide to define your actions regarding the resolution of conflict when both of them were part of your team. With the background of the incident, you can act to resolve the conflict. The colorful and rich content can easily attract your customers. Get this template from the given link!

Template 10: Approach and Outcome Template

This template helps you to find the approach and outcomes of conflict resolution in the workplace. It states to review the entire situation first, then the concerned employees and the managers should be interviewed, and lastly, there should be some psychometric tests to assess the personality. This will lead to understanding the persistent stress level of the employees.

Wrapping up

The above ten templates related to workplace conflict management will help you point out, avoid and mitigate workplace conflicts. Do you know these templates are easily customizable? Also, you can use and save these powerpoint graphics in the format of your choice. 

FAQs on Conflict Management

What is a good example of conflict management.

X manages a customer service team. She oversees 16 employees, and it's her first leadership role. She has one team member, Y, with a low customer satisfaction score. In a previous meeting, she told Y she would like her to raise the score, but it's been a month without improvement.

In such cases, X could work to develop her leadership and communication skills by conducting a training session.

What is an example of a conflict case?

X is an accountant for a software production company. He requires all the sales figures each month to create his reports. One of his colleagues on the sales team, Mr. Y, always gives him the figures late, which affects X's report.

What are the five types of conflict management?

Five types of Conflict management includes-accommodating is the situation when the issue is not essential to you as it is to the other person; avoiding involves simply ignoring the issue; compromising is the opportunity to find a middle-ground solution; collaborating is beyond finding the middle ground to finding a solution and competing that involves sticking to your argument.

What are the 5 Cs of conflict management with examples?

The five C's include- carefully listening, considering the situation, having a calm discussion, conscientiously looking at the facts, and cooperatively working together.

Related posts:

• Top 7 Conflict Management Templates With Samples And Examples!
• The Ultimate Guide to Conflict Management and Resolution in the Workplace (Best PowerPoint Templates Included)
• [Updated 2023] Top 10 Winning Case Study Competition Presentations [and 10 Vexing Business Issues They Can Help You Solve]
• [Updated 2023] Top 20 PowerPoint Templates to Devise a Systematic Research Methodology

Liked this blog? Please recommend us

Must-Have Construction Change Order Templates with Samples and Examples

Top 5 Daily Appointment Templates with Samples and Examples

This form is protected by reCAPTCHA - the Google Privacy Policy and Terms of Service apply.

--> Digital revolution powerpoint presentation slides

--> Sales funnel results presentation layouts

--> 3d men joinning circular jigsaw puzzles ppt graphics icons

--> Business Strategic Planning Template For Organizations Powerpoint Presentation Slides

--> Future plan powerpoint template slide

--> Project Management Team Powerpoint Presentation Slides

--> Brand marketing powerpoint presentation slides

--> Launching a new service powerpoint presentation with slides go to market

--> Agenda powerpoint slide show

--> Four key metrics donut chart with percentage

--> Engineering and technology ppt inspiration example introduction continuous process improvement

--> Meet our team representing in circular format

Workplace Dispute Case Study

It came to the attention of the CEO of a small company that there was a difficulty between two employees who had been working together for some time but recently appeared to have major differences that were affecting their entire department.

The CEO was being approached by both employees at different times and also by their line manager and was spending increasing amounts of time speaking to them, taking notes of their comments, meeting with their line manager and generally finding it difficult to get on with her own job, so time consuming were the conversations. The line manager attempted to deal with the issue in informal conversations but ultimately one of the parties made a complaint of harassment against the other. The matter was dealt with internally and ended in a disciplinary warning which simply led to matters disintegrating. The rest of the employees inevitably fell into two camps and relations between staff reached an all time low when one party refused to pass important client information to the other and a complaint ensued from the client. Eventually one of the parties left the company and shortly after commenced Tribunal proceedings for constructive dismissal. Almost a year after the proceedings began, the CEO suggested to their lawyers that a mediation might help – the company had spent thousands of pounds in legal costs up to that point and the CEO was becoming extremely anxious about her annual budget as the year end approached. The two sides agreed to a mediation and in a day the matter was resolved. Although it was too late to resolve the issue between the parties, at least they were able to save further legal costs. Had the mediation taken place at the earliest possible stage – ie. before the dispute spiralled to the point of one party leaving – far larger sums might have been saved and the impact on those involved, as well as the company, might have been considerably less.  

« Back to Case Studies

14 Conflict Resolution Strategies for the Workplace

One lesson common to humanity is how to negotiate conflict skillfully.

In a keynote speech to graduate students in conflict analysis, international mediator Kenneth Cloke (2011) made a profound statement that has stayed with me to this day: “Conflict is the arrow pointing to what we need to learn the most.”

Interpersonal skills such as conflict resolution extend beyond social circles, affecting the workplace and illuminating lessons yet to be learned.

American businesses lose $359 billion yearly due to unresolved conflict and low productivity (Kauth, 2020). The physical, emotional, psychological, and interpersonal tolls are incalculable.

Can we seek a better understanding of conflict and transform its devastating effects?

Before you continue, we thought you might like to download our three Work & Career Coaching Exercises for free . These detailed, science-based exercises will help you or your clients identify opportunities for professional growth and create a more meaningful career.

This Article Contains:

What is conflict resolution & why is it important, 5 psychological benefits of conflict resolution, 7 examples of conflict resolution skills, how to do conflict resolution: 2 approaches, 6 methods and approaches to apply in the office, 6 strategies and techniques for the workplace, best activities, games, workbooks, and online tools, helpful books for managers and organizations, resources from positivepsychology.com, a take-home message.

Pruitt and Kim (2004, pp. 7–8) describe conflict as “perceived divergence of interest, a belief that the parties’ current aspirations are incompatible.”

Conflict resolution is an agreement reached when all or most of the issues of contention are cleared up (Pruitt & Kim, 2004).

Further, conflict management is a product of successful problem-solving in which the parties have worked out ways to de-escalate conflict and avoid future escalations.

Conflict can be disruptive and, at worst, destructive. Once it erupts, it’s hard to control (Bolton, 1986). Emotions run high during conflict, blocking the path to rational solutions.

Conflict resolution is important because “when people experience conflicts, much of their energy goes into emotions related to those conflicts” (Wilmot & Hocker, 2011, p. 2).

Some emotions commonly associated with conflict include fear, anger, distrust, rejection, defensiveness, hopelessness, resentment, and stress (Wilmot & Hocker, 2011; Bolton, 1986).

Another reason conflict resolution is important is because people involved in heavily contentious conflict are likely to experience “a wide range of psychological and physical health problems including weakened immune system, depression, alcoholism, and eating disorders” (Pruitt & Kim, 2004, pp. 11–12).

Clearly, languishing in this state of emotional upheaval and chaos is harmful emotionally, physically, and psychologically.

Conflict resolution: A theoretical framework

Realistic conflict theory assumes “conflict can always be explained by some tangible (like territory, money, prizes) or intangible (like power, prestige, honor) resource that is desired by both groups and is in short supply” (Pruitt & Kim, 2004, pp. 28–29).

This theory attempts to explain why conflict occurs as humans perpetually strive to acquire perceived needs.

Cortisol released because of ongoing stress soaks the brain’s nerve cells, causing memories to shrink (Leaf, 2008).

This affects the ability to think creatively, a helpful component for resolution.

In addition, the stress response increases blood sugar levels, speeding up our heart rate to pump blood to our arms, legs, and brain in preparation to escape (Leaf, 2008). This physiological fight-or-flight reaction  saps precious energy.

Dealing with emotions first will help reduce emotional arousal and stress. Once the body returns to normal, rational problem-solving skills can resume. Typically, people get into trouble when they address conflict at the peak of emotional arousal.

For this reason, acknowledge that the issue needs to be addressed but wait until emotions subside before engaging in a discussion. This ensures the issue is not ignored. In other words, conflict can be scheduled .

Some psychological benefits of conflict resolution include (Arslan, Hamarta, & Usla, 2010; Sexton & Orchard, 2016; Bolton, 1986):

• Stress reduction
• Improved self-esteem

Improved self-efficacy

• Better relationships

Increased energy

Let’s take a quick look at two of the most common benefits.

Self-efficacy is a person’s belief in their capability to complete a specific task successfully (Lunenburg, 2011). Learning and practicing skills such as effective communication and conflict resolution are essential building blocks for self-efficacy. Successful conflict resolution skills in the workplace increase confidence, promoting the likelihood of future successes (Lunenburg, 2011).

Increased self-efficacy “influences the tasks employees choose to learn and the goals they set for themselves” (Lunenburg, 2011, p. 1). It also influences employees’ efforts and perseverance when taking on and learning new tasks (Lunenburg, 2011).

Sometimes you have to expend energy to gain energy. Conflict robs individuals and organizations of precious energy. Mastering conflict resolution skills takes energy initially but can save energy in the long run through reduced stress and improved relationships and productivity.

17 More Work & Career Coaching Exercises

These 17 Work & Career Coaching Exercises [PDF] contain everything you need to help others find more meaning and satisfaction in their work.

Created by Experts. 100% Science-based.

To reap the benefits of resolving conflict, certain helpful skills must be applied, and there are many conflict resolution skills that are effective for the workplace.

Below are skills believed to be crucial for resolving conflict.

1. Self-awareness

Self-awareness is described by Goleman (1995, p. 43) as “recognizing a feeling as it happens.” Goleman states that people with high self-awareness have moment-to-moment awareness and navigate life adeptly.

2. Self-control

Self-control is the ability to manage unruly impulses and emotions effectively. Because emotions play a central role in conflict, the ability to stay composed despite heightened emotions is essential to constructive resolution.

3. Assertive communication

Bolton (1986) describes assertive communication as a dynamic communication style in which the speaker maintains self-respect, expresses personal needs, and defends their own rights without abusing or dominating others.

While an aggressive communication style may shut down a conversation, assertiveness encourages dialogue. This skill takes practice and courage. Bolton (1986) asserts that less than 5% of the population communicates assertively.

4. Collaboration

According to Folger, Poole, and Stutman (2009), the goal of collaboration is to consider all the important needs of the primary parties and develop a solution that meets these needs.

5. Problem-solving

Problem-solving in relation to conflict resolution is a strategy that pursues alternative solutions that satisfy the needs and goals of the parties involved (Pruitt & Kim, 2004).

According to Sorensen (2017), empathy is the ability to share and understand the emotions and feelings of others. Our understanding of another person’s perspective can increase the likelihood of emotional connection and collaboration.

7. Listening

Active listening is one of the most underrated and underutilized conflict resolution skills. Listening during conflict achieves key goals, primarily putting an end to cyclical arguing and opening the door to empathy and understanding.

The conflict resolution method

This simple, three-step formula for conflict resolution works well for conflicts involving values and intense emotions.

Step 1: Engage with the other respectfully

Respect is an attitude shown through specific behaviors, such as how you look at the other person, how you listen, your tone of voice, and word choices.

Step 2: Listen fully until you experience their side

The goal of listening in this manner is to understand the content of the other person’s ideas or contributions, what it means for them, and their feelings about it.

Step 3: Verbalize your feelings, views, and needs

Assertive communication works well in this stage. Some caveats accompany this stage of conflict resolution:

• This step is not always necessary.
• Make your statement brief.
• Avoid loaded words.
• Be truthful and concise.
• Disclose your feelings.

Collaborative problem-solving

Bolton (1986) provides a six-step outline for collaboration when the issue is more about needs than emotions.

• Define the primary needs surrounding the conflict.
• Brainstorm possible solutions.
• Choose solutions that meet the needs of both parties.
• Create an agenda delineating who will assume each task.
• Implement the plan.
• Evaluate the solutions and reevaluate if needed.

The conflict resolution method and collaborative problem-solving are generalized approaches to conflict resolution when two or more parties are willing to work together on an issue.

World’s Largest Positive Psychology Resource

The Positive Psychology Toolkit© is a groundbreaking practitioner resource containing over 500 science-based exercises , activities, interventions, questionnaires, and assessments created by experts using the latest positive psychology research.

Updated monthly. 100% Science-based.

“The best positive psychology resource out there!” — Emiliya Zhivotovskaya , Flourishing Center CEO

Lipsky, Seeber, and Fincher (2003) provide approaches to work through issues that erupt in work settings.

1. The open door policy

This generalized philosophy is intended to show that management supports open dialogue and encourages staff to discuss differences that arise in the workplace. It is considered an initial step toward conflict resolution.

2. Ombudspersons

These are neutral or impartial managers who provide informal and confidential assistance to staff and management in order to resolve work-related disputes. Ombudspersons may wear a variety of hats, including mediator, fact-finder, consultant, and change agent.

3. Internal peer mediation

Some organizations call on designated employees as mediators to help resolve conflict. This method often addresses issues of a non-statutory nature, such as unfairness.

The success of this method rests on the careful selection of peer mediators based on their exemplary communication skills and abilities.

4. Professional mediators

Professional mediators are not connected with the organization in any way and function as independent, impartial, third parties who assist the primary parties through a formal mediation process.

Mediation is a viable option for creating structure to conflict resolution in an unbiased manner.

5. Peer review and employee appeals

This process is sometimes used by manufacturing organizations in an effort to avoid a union process. The underlying belief is that if at all possible, employee disputes should be resolved internally.

6. Executive panels

This method provides an opportunity for employees to present their claims to a panel of the organization’s senior executives, assuming they will be objective and sympathetic.

Using tools such as questionnaires, activities, and assessments can help employees work through conflict by adding insight and skills to the equation. Let’s look at some such tools.

2 Tools for groups

Often, people haven’t been taught the skills to discuss issues calmly and productively. The following worksheets can be used to provide structure to conflict.

Reviewing these worksheets before conflict erupts is a great opportunity to open a conversation and agree upon a conflict resolution process before matters spiral out of control.

The Remaining Calm During Conflict – I worksheet helps clients walk through conflict, providing tips on how to perceive conflict and deal with emotional reactions.

The Remaining Calm During Conflict – II worksheet encourages clients to journal about times when they did and did not remain calm during a workplace conflict.

2 Effective questionnaires

This self-assessment provided by CINERGY™ can be used to broaden the scope of awareness of ourselves and others, particularly during conflict. The assessment measures an individual’s current level of conflict intelligence.

This Conflict Management Styles Assessment , made available by the Blake Group, allows clients to uncover their primary conflict style and includes a description of the five conflict management styles.

A look at meditation for conflict resolution

This video provides an insightful awareness of our own habitual patterns and how these manifest in us and others during conflict.

Here is another recommended video that helps visualize how to prepare for conflict and build boundaries with others in a calm manner.

The Two Dollar Game

The Two Dollar Game was developed to help employees learn basic conflict styles and the art of negotiation in a fun, thoughtful way.

Conflict Description Template

This conflict management template created by the University of Iowa is intended to deal with conflict in a university setting but can easily apply to other teams or departments and used as an intuitive conflict mapping guide.

Coping With Stress in the Workplace Workbook by Ester Leutenberg and John Liptak

This workbook by Leutenberg and Liptak contains activities, assessments, journaling prompts, and educational handouts that can be photocopied and used to address conflict in the workplace.

Chapters contain resources about how to deal with workplace stress , different personalities, work habits, and relationships.

Online tools and resources for conflict resolution

The website Online Master of Legal Studies includes a wealth of Free Tools and Resources for Conflict Resolution . Some resources have been incorporated into this blog.

The wide variety of resources include a Cost of Conflict Calculator and tools to enhance cross-cultural communication.

Role-play activity

In this Assertive Message Role-Play , participants are presented with various workplace scenarios and encouraged to formulate assertive messages to initiate a discussion about the problem at hand.

1. People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts – Robert Bolton

Some books are classics.

This one has been used for years to help guide individuals through the communication and conflict resolution process.

It’s a great resource for anyone interested in building robust interpersonal skills.

Find the book on Amazon .

2. The Big Book of Conflict Resolution Games: Quick, Effective Activities to Improve Communication, Trust and Collaboration – Mary Scannell

This is a useful resource for incorporating activities and games to help employees listen to each other, engage productively, and create a culture of respect.

Topics include conflict, communication, diversity, trust, perspectives, emotional intelligence, and collaboration.

3. Emerging Systems for Managing Workplace Conflict – David Lipsky, Ronald Seeber, and Richard Fincher

The authors walk readers through the emergence of conflict in the workplace by creating dispute resolution systems for integration in a corporate setting.

This is a helpful resource for managers and corporate leaders interested in reducing the corporate costs of conflict.

4. Crucial Conversations: Tools for Talking When Stakes Are High – Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

Crucial Conversations is a New York Times bestseller that provides tools to traverse difficult and important conversations.

Ideas discussed in this book can help transform your career, organization, and community.

Readers learn how to listen and speak in ways that create safety and inclusion.

• Assertive Communication This worksheet helps clients learn the difference between passive, aggressive, and assertive communication. Assertive communication is essential for expressing our needs and opinions, and defending our rights in a direct and respectful manner.
• Active Listening Reflection Worksheet Use this worksheet to help clients sharpen listening skills essential for conflict resolution.

The worksheet reviews eight essential skills for active listening and includes a reflection exercise to evaluate which skills we use effectively and which can be strengthened.

• Blindfold Guiding Exercise This exercise can be used as an icebreaker or as part of a  team-building exercise when members are struggling with trust issues.

Trust is a crucial element of team stability and is essential when conflict erupts. In this exercise, one person leads a blindfolded partner using simple statements. As trust builds, the duo can be instructed to speed up, slow down, or attempt to lead with silence.

• Generating Alternative Solutions and Better Decision-Making This worksheet provides a map to work through problem-solving by considering three solutions to a specific issue accompanied by a discussion on the efficacy, do-ability, and effectiveness of the identified solution.
• 17 Positive Communication Exercises If you’re looking for more science-based ways to help others communicate better, check out this collection of 17 validated positive communication tools for practitioners . Use them to help others improve their communication skills and form deeper and more positive relationships.

Conflict divides. The effects of poorly handled conflict range from disruptive to destructive. It robs individuals and organizations of precious resources, such as energy, productivity, peace, and harmony.

Regardless of our station in life, we all still have lessons to learn.

Will we ever be free of conflict? Perhaps we can look at it another way. As we gain skills and experience successes resolving conflict, we can anticipate the next conflict and the next lesson, mindful of the potential wisdom and strengths we’ll gain in the process.

Are you facing an unresolved conflict at work or in your personal life? Try not to be discouraged; instead, think of it as your next life lesson waiting to be discovered.

We hope you enjoyed reading this article. Don’t forget to download our three Work & Career Coaching Exercises for free .

• Arslan, C., Hamarta, E., & Usla, M. (2010). The relationship between conflict communication, self-esteem and life satisfaction in university students.  Educational Research and Reviews ,  5 (1), 31–34.
• Bolton, R. (1986). People skills: How to assert yourself, listen to others, and resolve conflict . Touchstone.
• Cloke, K. (2011). Untitled [Keynote Speaker]. In 24th Residential Institute – Winter 2011 . Nova Southeastern University.
• Folger, J. P., Poole, M. S., & Stutman, R. K. (2009). Working through conflict: Strategies for relationships, groups, and organizations . Pearson Education.
• Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ . Bantam Books.
• Kauth, K. (2020, January). Cost of workplace conflict . Mediate.com. Retrieved November 27, 2021, from https://www.mediate.com/articles/kauth-cost-workplace.cfm
• Leaf, C. (2008). Who switched off my brain? Controlling toxic thoughts and emotions . Thomas Nelson.
• Leutenberg, E. R. A., & Liptak, J. J. (2014).  Coping with stress in the workplace workbook.  Whole Person Associates.
• Lipsky, D. B., Seeber, R. L., & Fincher, R. D. (2003). Emerging systems for managing workplace conflict . Jossey-Bass.
• Lunenburg, F. C. (2011). Self-efficacy in the workplace: Implications for motivation and performance. International Journal of Management, Business, and Administration , 14 (1), 1–6.
• Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011).  Crucial conversations: Tools for talking when stakes are high  (2nd ed.). McGraw Hill.
• Pruitt, D. G., & Kim, S. H. (2004). Social conflict: Escalation, stalemate, and settlement (3rd ed.). McGraw Hill.
• Scannell, M. (2010).  The big book of conflict resolution games: Quick, effective activities to improve communication, trust and collaboration.  McGraw Hill.
• Sexton, M., & Orchard, C. (2016). Understanding healthcare professionals’ self-efficacy to resolve interprofessional conflict. Journal of Interprofessional Care , 30 (3), 316–323.
• Sorensen, M. S. (2017). I hear you: The surprisingly simple skill behind extraordinary relationships . Autumn Creek Press.
• Wilmot, W., & Hocker, J. (2011). Interpersonal conflict (8th ed.). McGraw Hill.

Share this article:

Article feedback

What our readers think.

This is probably the most complete, and beneficial articles I have read about conflict resolution in a long while. Dr. Wilson has seamlessly woven all the important pieces of information, tools, and further readings for us. What a joy to read!

The post is helpful for many working people as scaling down such nasty situations is the best course of action. There are many interesting aspects about human coalitional psychology in Albuquerque, NM, that many are unaware of and are something you need to know.

Let us know your thoughts Cancel reply

Your email address will not be published.

Save my name, email, and website in this browser for the next time I comment.

Related articles

Company Culture: How to Create a Flourishing Workplace

Company culture has become a buzzword, particularly in the post-COVID era, with more organizations recognizing the critical importance of a healthy workplace. During the Great [...]

Integrity in the Workplace (What It Is & Why It’s Important)

Integrity in the workplace matters. In fact, integrity is often viewed as one of the most important and highly sought-after characteristics of both employees and [...]

Neurodiversity in the Workplace: A Strengths-Based Approach

Promoting diversity, equity, and inclusion (DEI) in the workplace is a priority for ethical employers who want to optimize productivity and leverage the full potential [...]

Read other articles by their category

• Body & Brain (52)
• Coaching & Application (39)
• Compassion (23)
• Counseling (40)
• Emotional Intelligence (21)
• Gratitude (18)
• Grief & Bereavement (18)
• Happiness & SWB (40)
• Meaning & Values (26)
• Meditation (16)
• Mindfulness (40)
• Motivation & Goals (41)
• Optimism & Mindset (29)
• Positive CBT (28)
• Positive Communication (23)
• Positive Education (36)
• Positive Emotions (32)
• Positive Leadership (16)
• Positive Parenting (14)
• Positive Psychology (21)
• Positive Workplace (35)
• Productivity (16)
• Relationships (46)
• Resilience & Coping (38)
• Self Awareness (20)
• Self Esteem (37)
• Strengths & Virtues (29)
• Stress & Burnout Prevention (33)
• Theory & Books (42)
• Therapy Exercises (37)
• Types of Therapy (54)

Download 3 Free Work & Career Tools Pack (PDF)

By filling out your name and email address below.

• Email Address *
• Your Expertise * Your expertise Therapy Coaching Education Counseling Business Healthcare Other
• Email This field is for validation purposes and should be left unchanged.

Download 3 Work & Career Exercises Pack (PDF)

7 Workplace Conflict Examples (Plus How to Handle Each One)

Nine out of 10 companies plan to implement “return to work” by the end of 2024, according to CNBC . With so many people coming back to the office , does this mean workplace conflict is destined to come along for the ride?

“Conflict in the workplace is inevitable. Any time you’re bringing people together, you’re going to get different perspectives,” shares Scott Monty , CEO and Principal of Scott Monty Strategies and Leadership Coach and Communications Strategist for Chameleon Collective.

This inevitability can actually work in your favor: If you know disagreements are bound to happen, you can prepare yourself. You can be on the lookout for common catalysts and try to mitigate them. And when an issue does arise, you can navigate it adeptly to keep the team unified and the work product strong.

Monty continues: “The key with any kind of conflict, whether personal or professional, is how you resolve it.” Now, keep in mind, we can’t divorce the individuality of everyone involved from our solutions and best practices for resolving workplace conflicts.

"Everyone has different communication needs: the pace of conversation, the length of time devoted to the conversation, the tone and level of detail shared within the conversation are all factors that differ between us and need to be considered for effective communication and conflict management," explains Lindsay Friedman, Leadership Development Coach and Founder of Lead With Lindsay .

Armed with this awareness that best practices and solutions must account for individual differences and workplace culture, here are 7 workplace conflict examples–and suggestions to navigate each one.

Examples of workplace conflict: Scenarios and solutions

1. inflexible thinking.

Inflexibility in the workplace, also known as black-and-white thinking or “my way or the highway”, usually doesn’t allow for multiple perspectives or solutions. In certain work environments, leaders, or colleagues might dismiss alternative approaches simply because they aren’t intuitive to them. As a result, team members may disengage, convinced no one wants to hear their original thoughts anyway.

The conflict arises when someone breaks the pattern. They offer innovation, feedback, pushback, or alternatives. These moments can be particularly sticky because they call for navigating two disagreements. There’s the difference of opinion over the best approach in the near-term, and whether repetition or expansive thinking is the way to go long-term.

How to handle it:

First, you’ll want to pick your battles. If someone’s drawn a line in the sand over something that won’t actually affect the team, the culture, or the results (i.e., it’s just rigid and different), let this pitch pass you by. Ask yourself: “If I wasn’t on this team, and the situation was handled as planned, do I think it would still succeed?”

If the answer is no, or if it’s a repeated scenario, then it’s important to address both the pathway forward in this specific instance, and the way ideas are presented. Of course, these should be two separate conversations.

Start with the immediate: “I notice we seem to have settled on a course of action before [consulting an expert]/ [conferring as a team]/ [considering xyz], could we discuss before finalizing?” Then once the dust has settled, look for ways to discuss culture (HR may be able to help).

2. Poor leadership

When it comes to conflict resolution in the workplace, leadership can be compared to money: not a primary concern when abundant, but when it’s absent, it can occupy most of your thoughts.

The worst kind of leadership vacuum doesn’t come from the absence of a leader, but from the absence of recognized leadership by a person in charge. A poor leader can make team members feel: unsupported, micro-managed, like they have nothing to do, like they have everything to do, and the list goes on.

So, how do you address the resultant workplace conflict as the employee or leader? The first thing to remember is that, in fact, you both have the power to do something about it.

If your manager lacks strong management skills , research “managing up.” You have the power to report on your work, and create space for feedback. Start by asking for a 1-on-1 meeting, and then, ask if you can schedule it regularly. Tell your manager specifically: “Here is where support/feedback would be particularly helpful.”

And if you’re a leader who hasn’t been given the tools to support your new team, ask for leadership training. This is too often an afterthought for people promoted because of job skills, not management skills.

Start by researching if there’s an online or in-person intensive, email the appropriate powers that be (HR? Your Boss?) and ask to attend. Frame your ask in terms of the company. It sounds like this: “I see there’s a training on managing Gen Z: This will allow me to communicate even more effectively…”

3. Balancing in-office presence

Post-pandemic, differing opinions on return to office have become a hot topic and are currently one of the most common examples of workplace conflict. Monty walks through how you could address this issue in your office, step by step:

“Determine where there is room to meet in the middle. If the two sides are hopelessly divided, then it’s important to recognize that as well. But understanding the reason behind the staked positions is key to working out a solution.

For example, if management wants an employee to spend more time physically in the office versus working remotely and the employee wants more days at home, determine why it’s important to each one. Maybe the employee has elder care issues that require them to be at home; maybe the employer wants to see work output.

In both cases, there are ways to accommodate the needs of the other: letting the employee work from home on days when healthcare visits are required; creating a regular cadence of updates on work completed for the employer.”

Monty makes a great point: If the company provides the flexibility for the individuals involved to find a solution, they can. As the employee, you should be candid about the specific flexibility you need–and the results you can be trusted to deliver. As the supervisor, do the same, in-office time should be critical, and scheduled reasonably in advance.

With that said, as Monty mentions as well, there isn’t always “room to meet in the middle.” Did your CEO just publicly declare return-to-work was mandatory, zero exceptions? Start sending your resume around, because sometimes the resolution is realizing it’s not the company culture for you.

4. Compensation disparities

Many years ago, I wrote a personal essay for The Muse entitled “ What You Should Learn From My $10,000 Career Mistake ”. It was the true story of how my failure to negotiate landed me in a parallel role but on a different payscale trajectory from my colleagues. And yes, it caused conflict.

First, I felt resentful of my colleague. We were of a similar age and experience, and she wasn’t working longer or harder, but she was making more money. Second, I felt resentful of my boss. She knew there was more budget available for my salary. She offered me the low end because she expected us to dance, I didn’t, and the money that was allocated for my role just didn’t go to me.

Third, I felt resentful of the institution. I knew rationally that my colleague and boss had nothing to do with my failure to negotiate. When the decision was made to tell me the salary for the role, why wasn’t it the actual amount allotted? Finally, I had conflict within myself that I was a living, breathing example of “If you don’t, you don’t get.”

The best way to address this conflict is to avoid it all together. Companies: Pay people what they’re worth to avoid the cost of repeated searches. Keep this in mind: When the underpaid hire finds out (and they will), tell-all tweets, LinkedIn statuses, and TikToks are becoming more prevalent–and then your organization will have to pay for another search (and perhaps a crisis team).

Job searchers: Negotiate. And while I’ve come a long way from leaving $10,000 from not asking; I’m still not the best person to advise you on this. But The Muse has a great resource on this topic right here .

5. Time management

Time is a non-renewable resource. So conflicts over time feel personal. Why is it taking your colleague or boss so long to get you that thing you need? Why is your boss or colleague rushing your process?

Time management touches so many other dicey areas, including: delegation, multitasking and productivity, and quality of deliverables. Some people enjoy the stress of working up to the last minute and others like being done two days early.

The best approach here is to be honest with your colleagues from the outset about what you need. For example, if the person you’re working with is notoriously tardy but does great work, saying clearly: “I need this by XYZ deadline in order for the project to be a success.” Or, “This client likes deliverables for review before the meeting.”

If the project requires concurrent work and you have different schedules, pose your concerns as questions: “How can I better support you in your part of the project?” Or, “Would it be helpful if I took [aspect] off your plate?” Or, “Could you give me visibility into your timelines for this project?”

6. Lack of recognition in the workplace

I know a business owner who used to ask his employees what their love language was when he hired them. While this may not be appropriate in your work environment, the sentiment holds. It’s helpful to know what appreciation means to your team. Is it: Words of affirmation? Gifts? Acts of service? In other words, do they want the pizza party or the monetary bonus?

The reason why it’s so helpful to get to know what feels like recognition, is that a lack of recognition can be both unintentional, and a cause for conflict.

There are several ways to avoid and address conflict in this area. First, be generous and avoid worst practices. Failure to credit colleagues for ideas or thank people for their efforts is never a good idea.

If you’re the one giving credit, remember: The ideal is to be sincere and share out loud and with documentation. Meaning, take the time to tell a teammate they did a great job–and write it in the performance review. The former is validating, and the latter is often key for advancement.

And if you’re dealing with a credit stealer? Ask questions (ideally, 1:1).. “Andrew, I’m thrilled the idea was well-received, but I was surprised that you didn’t mention we worked on it together?” You can follow up by asking directly: “How do you envision we share credit/responsibility as the project rolls out, now that it’s green lit?”

If this is recurrent, ask your boss how they’d recommend someone address someone else stealing their ideas.

7. Out-of-office personal conflict

Remember the good ol’ days when you were advised to avoid friending colleagues on Facebook in case someone tagged you in a college-era keg stand photo? Now, it’s because you might vote for different presidential candidates and that could lead to an all out feud.

To put it plain: These conflicts don’t belong in the workplace. Unless a colleague brings their perspectives into the office and engages you specifically: asking you to discuss your views, deriding you for your views, refusing to work with you because of your views—what they think and who they vote for is outside your purview.

Now, if it’s important to you to work in an environment where your colleagues will hold similar political ideologies; if you’re looking for a company with a strong public stance on ethical, moral, or political issues–that’s different. And you can find that.

If personal political transparency and alignment isn’t part of the company culture, it’s not something a team member should be enforcing. This is the sort of conflict best directed to HR, immediately.

Be as direct as possible in your email: “Could you please provide me with recommendations for a co-worker repeatedly questioning my political beliefs?” HR is literally there to help.

Conflict in the workplace may be inevitable, but the outcome is not. There are two takeaways you must keep in mind. First, while conflict can occur at any time, so can conflict resolution. Handled correctly, it can build even stronger relationships moving forward. Second, you don’t have to go it alone. While these suggestions are strong first steps, when behavior is concerning, elevate it to HR–that’s literally what they’re there for.

Workplace and Employment Mediation – Two Case Studies

The following two examples of cases mediated by Oxfordshire Mediation mediators demonstrate how mediation can provide a safe, impartial setting in which, with the help of a neutral third party, a resolution can be found to both workplace and employment conflicts.

Workplace mediation tends to involve conflict between two or more employees, rather than being between the employee and the employer. The mediation is mainly about past and future relationships, and it is generally envisaged that the employment relationship will continue once the conflict is resolved.

Employment mediation tends to take on a more commercial character as it generally takes place in the context of a possible or actual Employment Tribunal claim. If agreement is reached it usually takes the form of a Compromise Agreement.

Workplace conflict – If nothing changes, I am going to leave!

In this case two members of a team were experiencing ongoing difficulties and despite the best efforts of the department manager and Human Resources could not find a resolution to the difficulties.

Two employees had been working together for a few years. They were in the same department and reported to the same departmental manager. Jenni had been at the company longer and was senior to Fiona. Fiona had felt under pressure from Jenni since she joined the company. She raised the issue with her departmental manager; however, she felt that nothing had changed. When both parties agreed to mediation they were both accusing the other of bullying and harassment.

Jenni had a no nonsense approach and felt that some aspects of Fiona’s work needed improvement. She had asked for these changes in ways that she felt had been clear and fair. Fiona kept going to management with the allegation of bullying by Jenni.

Fiona felt her work performance had been made subject to very public comment in team meetings and she felt embarrassed and singled out. She felt she could do no right as far as Jenni was concerned. She liked her job. It was close to her home so she was able to take her children to school and pick them up on her way home.

Both parties were thinking about leaving if the situation could not be worked out. They reluctantly agreed to mediation but neither wanted to change jobs.

The mediation allowed both parties to explore where their working relationship was going wrong, and discuss what they both expected from each other. With their new understanding of the other parties’ perspective two agreements were drawn up. The first agreement was confidential to the two parties. In it there were expressions of regret and apology. The second agreement was for circulation to their manager and it set out changes in work practices that they both wanted to see for the future.

Employment dispute – To tribunal or NOT to tribunal!

In this case an employer turned to mediation to resolve an Employment Tribunal claim. The parties reached agreement prior to ET, saving both time and money in legal fees and employer time.

The mediation arose out of David’s allegation of disability discrimination and his claims for civil service injury benefit and ill health retirement. The employer denied the allegations and resisted the claims on the basis that they had made reasonable adjustments to take into account David’s disability and that they had not discriminated against him.

The parties’ previous attempts to discuss the matter had been unsuccessful.

David’s starting point in the mediation was a demand for £860,000. His claim in the Employment Tribunal included compensation for disability discrimination, damages for injury to feelings, aggravated and exemplary damages, interest, costs and compensation for loss of career earnings. The employer started out in the mediation offering £1,000. The employee was supported in the mediation by his union representative, and the employer was advised by an in-house legal team.

The mediation took place over a day and agreement was reached. The mediator assisted the parties think creatively about their needs and interests and the Compromise Agreement that was drawn up at the conclusion of the mediation included a payment to David of £45,000. and various other conditions which opened the way for him to apply for ill health retirement and leave his employment in a dignified fashion. The mediation agreement also addressed the employer’s need to keep the outcome confidential and to terminate the employment relationship on an amicable basis. Both parties were happy with the outcome and were relieved to have averted further costs in time and legal fees.

*Please note these cases have been anonymised and all names have been changed to ensure confidentiality.

FELICITY STEADMAN AND TINA SUVAJAC – LEES

OXFORD MEDIATION MEDIATORS

• Business Essentials
• Leadership & Management
• Credential of Leadership, Impact, and Management in Business (CLIMB)
• Entrepreneurship & Innovation
• Digital Transformation
• Finance & Accounting
• Business in Society
• For Organizations
• Support Portal
• Media Coverage
• Founding Donors
• Leadership Team

• Harvard Business School →
• HBS Online →
• Business Insights →

Business Insights

Harvard Business School Online's Business Insights Blog provides the career insights you need to achieve your goals and gain confidence in your business skills.

• Career Development
• Communication
• Decision-Making
• Earning Your MBA
• Negotiation
• News & Events
• Productivity
• Staff Spotlight
• Student Profiles
• Work-Life Balance
• AI Essentials for Business
• Alternative Investments
• Business Analytics
• Business Strategy
• Business and Climate Change
• Creating Brand Value
• Design Thinking and Innovation
• Digital Marketing Strategy
• Disruptive Strategy
• Economics for Managers
• Entrepreneurship Essentials
• Financial Accounting
• Global Business
• Launching Tech Ventures
• Leadership Principles
• Leadership, Ethics, and Corporate Accountability
• Leading Change and Organizational Renewal
• Leading with Finance
• Management Essentials
• Negotiation Mastery
• Organizational Leadership
• Power and Influence for Positive Impact
• Strategy Execution
• Sustainable Business Strategy
• Sustainable Investing
• Winning with Digital Platforms

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.

Access your free e-book today.

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.

About the Author

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

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

Partner Center

• Browse Topics
• Executive Committee
• Affiliated Faculty
• Harvard Negotiation Project
• Great Negotiator
• American Secretaries of State Project
• Awards, Grants, and Fellowships
• Negotiation Programs
• Mediation Programs
• One-Day Programs
• In-House Training – Inquiry Form
• In-Person Programs
• Online Programs
• Advanced Materials Search
• Contact Information
• The Teaching Negotiation Resource Center Policies
• Frequently Asked Questions
• Negotiation Journal
• Harvard Negotiation Law Review
• Working Conference on AI, Technology, and Negotiation
• 40th Anniversary Symposium
• Free Reports and Program Guides

Free Videos

• Upcoming Events
• Past Events
• Event Series
• Our Mission
• Keyword Index

PON – Program on Negotiation at Harvard Law School - https://www.pon.harvard.edu

Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

In Real-Life Conflict Scenarios, Promote Constructive Dissent

Real-life conflict scenarios involving teams are common in business, government, and nonprofits. to get the benefits of dissent without the harmful costs, follow our three guidelines..

By Katie Shonk — on August 29th, 2023 / Conflict Resolution

John Kelly. Gary Cohn. Rex Tillerson. General H.R. McMaster. Nikki Haley. Jeff Sessions. Scott Pruitt. Steve Bannon. Reince Priebus.

These are just some of the high-profile figures who left the White House who Donald Trump took office, often as a result of conflicts and policy differences with the president. According to a report by the Brookings Institute, the turnover rate for top decision-makers during Trump’s first year in office was 34%, as compared to rates of 6% to 17% for the previous five presidents. By December 2018, almost halfway through his term, Trump’s turnover rate had climbed to 62%.

Real-life conflict scenarios can keep groups from being effective. But at a press conference on March 6, Trump suggested that any conflict within the White House has been beneficial: “I like conflict. I like having two people with different points of view, and I certainly have that, and I make a decision. But I like watching [conflict], I like seeing it, and I think it’s the best way to go.”

Is conflict indeed an asset in negotiating and decision-making teams? Yes, but only if it’s managed constructively in real-life conflict scenarios.

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.

The Right Kind of Conflict

In the 1970s, psychologist Irving Janis used the term “groupthink” to describe the common tendency for group members to withhold their true views for fear of being excluded or antagonizing others. In real-life conflict scenarios, groupthink can lead negotiating teams and other groups to overlook critical information and ignore looming crises.

The best leaders avoid groupthink by surrounding themselves with people with diverse views, styles, and perspectives, Lesley University president and conflict management expert Jeff Weiss told NPR’s Marketplace . This diversity of opinion helps leaders view a problem from all angles, a benefit that Trump appears to appreciate.

The key to effective group decision making is constructive dissent —disagreements that respectfully and productively challenge others’ viewpoints, according to Harvard Business School professor Francesca Gino. We often wrap up negotiations too quickly and leave value on the table because we fear to disagree with others, she says. By contrast, when we feel free to disagree with others, we foster a more rigorous decision-making or negotiation process.

At the same time, diversity of opinion can foster unconstructive and damaging real-life conflict scenarios. In their research, University of Virginia professor Kristin Behfar and her colleagues found that when negotiating teams disagree on substantive issues, such as interests, priorities, and goals, the conflict management process can lead them to better outcomes than if they hadn’t disagreed. But if the conflict becomes personal, the team is likely to be far less productive.

Promoting Constructive Conflict

How can we engage in constructive dissent in group meetings and negotiations without being sabotaged by destructive conflict? Research and real-life conflict management examples suggest these three guidelines:

• Negotiate differences behind the scenes. When negotiating with another team, your team needs to present a unified front. Conflict may be useful behind the scenes, but at the table it can be a sign of weakness and disarray. For this reason, spend at least twice as much time preparing for an upcoming negotiation as you expect to spend at the table, advises Cornell University professor Elizabeth Mannix. Begin by debating the issues to be discussed and developing priorities. Aim to achieve consensus on the team’s goals and the strategies you will use to achieve them.
• Assign a devil’s advocate. At Chicago-based money-management firm Ariel Investments, leaders actively promote dissent in meetings by assigning “devil’s advocates” to poke holes in the decision-making process, writes Gino in her book Rebel Talent : Why It Pays to Break the Rules at Work and in Life (Dey Street Books, 2018). Ariel’s president, Mellody Hobson, kicks off team meetings by reminding those present that they don’t have to be right; they just need to be prepared to disagree in order to help the team make wise decisions.
• Prepare for conflict. Although team members may try to express their differences professionally and respectfully, there may be times when disagreements become personal and unproductive. In real-life examples of workplace conflict, leaders can encourage team members to reveal the hidden interests and concerns behind their accusations and demands through active listening. As they navigate real-life conflict scenarios, team members may come to view their differing preferences as opportunities for value-creating tradeoffs.

What real-life examples of conflict resolution have you dealt with, and how?

Related Posts

• What is Conflict Resolution, and How Does It Work?
• How to Manage Conflict at Work
• Conflicts of Interest: How to Avoid and Manage Them
• Cognitive Biases in Negotiation and Conflict Resolution – Common Negotiation Mistakes
• The Pitfalls of Negotiations Over Email

Click here to cancel reply.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Negotiation and Leadership

• Download Program Guide: Fall 2024
• Register Online: Fall 2024
• Learn More about Negotiation and Leadership

NEGOTIATION MASTER CLASS

• Download Program Guide: November 2024
• Register Online: November 2024
• Learn More about Harvard Negotiation Master Class

Negotiation Essentials Online

• Download Program Guide: December 2024 and June 2025
• Register Online: December 2024 June 2025
• Learn More about Negotiation Essentials Online

Beyond the Back Table: Working with People and Organizations to Get to Yes

• Learn More about Beyond the Back Table

Select Your Free Special Report

• Negotiation Essentials Online (NEO) December 2024 and June 2025 Program Guide
• Negotiation Essentials In-House Program Guide
• Negotiation Master Class November 2024 Program Guide
• Beyond the Back Table February 2025 Program Guide
• Negotiation and Leadership Fall 2024 Program Guide
• Make the Most of Online Negotiations
• Managing Multiparty Negotiations
• Getting the Deal Done
• Salary Negotiation: How to Negotiate Salary: Learn the Best Techniques to Help You Manage the Most Difficult Salary Negotiations and What You Need to Know When Asking for a Raise
• Overcoming Cultural Barriers in Negotiation: Cross Cultural Communication Techniques and Negotiation Skills From International Business and Diplomacy

Teaching Negotiation Resource Center

• Teaching Materials and Publications

Stay Connected to PON

Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

Articles & Insights

• BATNA and Other Sources of Power at the Negotiation Table
• Michael Scott, Negotiation Genius? Lessons from TV Negotiations
• BATNA Strategy: Should You Reveal Your BATNA?
• Take your BATNA to the Next Level
• Taylor Swift: Negotiation Mastermind?
• 10 Great Examples of Negotiation in Business
• Top 10 Notable Negotiations of 2022
• Negotiation Preparation Strategies
• Contingency Contracts in Business Negotiations
• Right of First Refusal: A Potentially Win-Win Negotiation Tool
• Crisis Negotiation Lessons: The U.S.-Russia Prisoner Swap
• What is Crisis Management in Negotiation?
• Famous Negotiations Cases – NBA and the Power of Deadlines at the Bargaining Table
• Crisis Communication Examples: What’s So Funny?
• AI Negotiation in the News
• Trust and Honesty in Negotiations: Dealing with Dishonest Negotiators
• Bargaining in Bad Faith: Dealing with “False Negotiators”
• How to Renegotiate a Bad Deal
• Consensus-Building Techniques
• How to Manage Difficult Staff: Gen Z Edition
• What Leads to Renegotiation?
• Does Your Negotiation Process Need Improvement?
• 5 Dealmaking Tips for Closing the Deal
• Trump’s Negotiating Style as President-Elect
• Understanding Exclusive Negotiation Periods in Business Negotiations
• Using Principled Negotiation to Resolve Disagreements
• Dear Negotiation Coach: Responding (Or Not) to an Ultimatum in Negotiation
• What is Alternative Dispute Resolution?
• What Is an Umbrella Agreement?
• Cultural Barriers and Conflict Negotiation Strategies: Apple’s Apology in China
• The Pros and Cons of Back-Channel Negotiations
• The Negotiation Process in China
• How to Solve Intercultural Conflict
• Managing Cultural Differences in Negotiation
• Best Negotiators in History: Nelson Mandela and His Negotiation Style
• Directive Leadership: When It Does—and Doesn’t—Work
• Counteracting Negotiation Biases Like Race and Gender in the Workplace
• What Is Collective Leadership?
• The Trait Theory of Leadership
• Charismatic Leadership: Weighing the Pros and Cons
• Why is Negotiation Important: Mediation in Transactional Negotiations
• How Mediation Can Help Resolve Pro Sports Disputes
• The Mediation Process and Dispute Resolution
• What Makes a Good Mediator?
• AI Mediation: Using AI to Help Mediate Disputes
• A Difficult but Well-Fought Negotiation Campaign
• 10 Negotiation Failures
• When Not to Show Your Hand in Negotiations
• Four Negotiation Examples in the Workplace That Sought Greater Equity and Diversity
• Value Claiming in Negotiation
• 10 Negotiation Training Skills Every Organization Needs
• 3-D Negotiation Strategy
• Use a Negotiation Preparation Worksheet for Continuous Improvement
• The Importance of a Relationship in Negotiation
• Collaborative Negotiation Examples: Tenants and Landlords
• Salary Negotiation: How to Ask for a Higher Salary
• How to Counter a Job Offer: Avoid Common Mistakes
• Renegotiate Salary to Your Advantage
• Are Salary Negotiation Skills Different for Men and Women?
• How to Ask for a Salary Increase
• Learn from the Best with the Great Negotiator Case Studies
• The Best New Simulations
• Negotiation Journal Now Open Access, New Issue Just Released!
• Check Out the Three-Party Coalition All-In-One Curriculum Package
• Camp Lemonnier: Negotiating a Lease Agreement for a Key Military Base in Africa
• Streaming Toward Win-Win Negotiation: Spotify Upgrades Its Negotiating Strategy
• What is a Win-Win Negotiation?
• How to Negotiate Mutually Beneficial Noncompete Agreements
• Labor Negotiation Strategies
• How to Use Tradeoffs to Create Value in Your Negotiations

PON Publications

• Negotiation Data Repository (NDR)
• New Frontiers, New Roleplays: Next Generation Teaching and Training
• Negotiating Transboundary Water Agreements
• Learning from Practice to Teach for Practice—Reflections From a Novel Training Series for International Climate Negotiators
• Insights From PON’s Great Negotiators and the American Secretaries of State Program
• Gender and Privilege in Negotiation

Remember Me This setting should only be used on your home or work computer.

Lost your password? Create a new password of your choice.

Copyright © 2024 Negotiation Daily. All rights reserved.

5 Real-Life Examples of Conflict in the Workplace

Interviewers often ask job applicants about their conflict resolution skills and ask them to describe workplace conflict examples they have experienced in real life. You might get the job if you can describe your ability to resolve conflicts you have encountered at previous jobs, but your new job might present even more challenging situations.

Conflict resolution is the responsibility of everyone in the workplace, not just upper management and not just the human resources department. All employees have a role in resolving conflicts. Leaders in the organization can, however, set an example for a company culture that allows for differing opinions and cultural differences while providing avenues for employees in all roles to resolve conflict.

These are some common workplace conflict examples and how you should address these situations when they arise.

1. Poor Communication Between Management and the Employees on the Front Lines

When leaders in an organization effectively communicate their expectations, this makes it easier for all of the employees to do their jobs. You would be surprised how many companies have not set out their policies in writing, leaving many of the rules open to more than one interpretation.

For example, is it sexual misconduct if a medical resident assigned to a hospital goes on a date with a physician who holds a permanent job there? Where should employees turn if they are having trouble because of poor collaboration and contrasting personalities among members of their work team?

The more written guidelines the managers provide about how to handle conflict, the easier it is for all the other employees to deal with potential conflicts as they arise.

The Four Quadrants of Management

A manager’s management style has a major effect on the productivity of every team member. The best managers are the most self-aware. They self-reflect before they start chewing employees out about their poor job performance.

The four quadrants of management are key to understanding why inadequate communication and poor workplace morale affect some work environments. It is possible to categorize each manager’s style as high or low responsibility and high or low control.

When managers exhibit low responsibility, personality-based conflicts and other kinds of dysfunction thrive. The most resilient employees can rely on their own problem-solving skills to accomplish some of their work tasks, but it is very hard for employees to effectively adapt to the company’s vision.

When the manager has a low responsibility low control style the employee believes that the manager does not care. Therefore, everyone’s productivity tanks.

A low responsibility high control manager does not communicate expectations but still bosses everyone around and gets mad when they don’t read the manager’s mind. This managed style leads not only to decreased productivity but also to stress and conflict among team members. Low-responsibility management can especially negatively impact employees working in remote locations.

At a minimum, high-responsibility managers have increased awareness of the organization’s vision and of their role in achieving the company’s goals. They know that it is their responsibility to solve problems that arise and, when appropriate, to guide employees regarding how to solve them. They set clear expectations for the workers they supervise.

The trouble is that high responsibility high control managers tend to micromanage and be excessively critical of their employees. This makes team members feel uncomfortable and leads to poor productivity. At worst, it amounts to the root cause of a hostile work environment.

High-responsibility low control managers have the self-awareness to understand that their leadership style affects the productivity and well-being of employees and of the company as a whole. They can avoid conflict by treating their employees with the utmost respect. They avoid communication issues by encouraging employees to openly discuss their perspectives with them. Because of their higher emotional intelligence, they follow up about pending tasks and common workplace conflicts only as much as they need to.

2. Workplace Conflicts That Arise From Different Styles of Working

Interpersonal conflicts can arise when you are working closely with someone, even if the two of you have a lot in common and ordinarily get along.

Plenty of longtime friends never experienced personality clashes with each other until they were responsible for a task, such as going on a road trip together or rooming together for a semester. You might have a high opinion of your friend but not be able to stand the way he changes lanes or how he arranges the dishes in the dishwasher.

Clashing preferences on a work team causes tension in plenty of working relationships. The inability to agree on guidelines for updating a shared document or on which other team to email first is one of the most common examples of conflict in an office environment.  Managers should encourage employees to take conflict resolution steps among themselves or with the help of management or human resources before prolonged conflict becomes entrenched in the culture of the organization.

There Is Not a One-Size-Fits-All Template for a Productive Work Environment

Although work style conflicts are very common, the specifics of each conflict vary from one team to another and one conflict to another. When such conflicts occur, it is sometimes appropriate to give the parties to the conflict a chance to resolve the conflict among themselves before you intervene. Some employees are very resourceful with problem-solving tactics.

If an employee complains to a manager, the manager should take some kind of action, but the most appropriate action varies according to the situation. In the case of discrimination complaints or reports of sexual harassment, the managers’ response should not be something that constitutes retaliation against the employee who complained.

Retaliating against an employee about a sexual harassment or discrimination complaint can lead to worse legal issues for the organization. Managers should, however, thoroughly gather relevant facts before singling out one employee for his or her role in a problem to which many members of the organization contributed.

3. Employment Discrimination Is More Than Just Workplace Conflict

Communication conflict and disagreements over work styles can yield your organization a reputation as an unpleasant place to work. Discrimination is an even worse problem, though.

Low productivity and high employee turnover are costly, but they cost a lot less than if your company faces a discrimination lawsuit from a current or former employee.

Employment discrimination can take many forms, and it is more prevalent than you might imagine. Many employees who have experienced discrimination do not report it to their employers for fear of losing their jobs or making the conflict worse.

Federal and state laws prohibit discrimination based on protected characteristics such as race, sex, religion, age, and disability, among other protected characteristics. Employers who subject employees and job applicants to discrimination can face serious legal consequences.

The legal definition of discrimination is much broader than the examples of discrimination most familiar from highly publicized cases. A company does not have to refuse to hire women to be liable for sex discrimination. An employee can sue for sexual harassment if coworkers persistently make sexuality-related comments that bother him enough to interfere with his work performance. Sexual harassment is not always about a C-suite executive pressuring an entry-level employee to provide sexual favors.

How Leaders Can Prevent Discrimination in the Workplace

Effective communication is key to preventing workplace discrimination. All employees should undergo harassment training during part of the onboarding process. The organization should provide additional harassment training each year to notify employees about changes in the law and in the company’s policies. They should also be clear with employees about the extent to which employees can expect confidentiality when reporting harassment or discrimination.

4. Conflicts Within an Organization’s Leadership

Poor communication is detrimental to any place of employment, and active listening consistently helps to prevent conflict in the workplace , but the effects are even more pronounced when both parties to the conflict are among the major decision-makers in the organization.

Leadership conflicts are among the most costly types of conflict in the workplace because of their effect on productivity and worker morale.

When to Bring in a Mediator

When leaders who are responsible for the company’s direction disagree about work styles and other matters, sometimes it takes more than just active listening to solve the problem. Officers and other leaders in an organization may need the help of third parties to resolve their workplace conflicts.

Before you lawyer up, you and your business partner should discuss your conflicts in the presence of a professional mediator and try to find a mutually agreeable solution to your workplace conflicts.

5. Ineffective Mechanisms for Conflict Resolution in the Workplace

It is frustrating for employees when they get mixed messages about whose responsibility it is to do what.

For example, an employee might complain to her direct supervisor about a problem, and the supervisor might tell her to talk to HR. When she goes to the HR office, they might tell her that the person who can solve the problem is her direct supervisor. These kinds of communication problems require good leadership to solve.

In the meantime, empathy and emotional intelligence can make a poorly run workplace more bearable until the institutional problems get sorted out.

Conflict Management Training Helps Everyone

You have much more control over your own actions than you do over other people’s, but the more you learn about how to resolve conflicts at work, the more harmonious your work team, or your entire organization, will be.

Most people’s education and job training do not include enough specific instruction in conflict resolution to prepare them adequately for the conflicts they routinely encounter at work. Whether you participate in one-on-one coaching sessions or group workshops, you can benefit your entire organization by sharpening your conflict management skills.

Contact AllWin About Conflict Management Training

No matter your role in the organization, you can benefit from formal training in conflict management in the workplace with AllWin .

Our certified training courses and coaching sessions can help you build your conflict management, de-escalation, and communication skills through in-person or online programs. Contact AllWin today and take the first step toward effectively resolving conflicts on your team and in your organization.

About the Author: Jeremy Pollack

Jeremy Pollack, Ph.D. is the founder of Defuse De-Escalation Training, a sister company of Pollack Peacebuilding Systems, the largest workplace conflict resolution training and consulting firm in North America. He actively participates in de-escalation training and consulting initiatives for a variety of industries, from Fortune 500 companies to well-known non-profits. Besides his Ph.D. in Psychology from Grand Canyon University, Jeremy holds a Master’s Degree in Negotiation, Conflict Resolution, and Peacebuilding (NCRP) from California State University, Dominguez Hills. He is also a member of several organizations focused on conflict resolution and peacebuilding, such as the Peaceful Leadership Institute, the Association for Conflict Resolution, and the Division 48 (Division of Peace Psychology) of the American Psychological Association. Jeremy also holds several certifications in the field of training and coaching: he is a Certified Organizational Development Coach (CODC™), a Certified Clinical Trauma Specialist-Individual (CCTS-I™), and an Associate Certified Coach (ACC) under the International Coaching Federation.

Related Posts

19 Conflict Resolution Activities for Students (Kids & Teens)

3 Types of Workplace Conflict & How to Resolve Them Effectively

9 Conflict Resolution Skills to Improve Workplace Performance

• No comments have been published yet.

Recent Comments

Company info.

480-442-4838

2760 West Peoria Ave Phoenix, AZ 85029

[email protected]

OUR SERVICES

Free consultation.

© Copyright 2012 - 2024

5 Tools To Improve Workplace Culture Immediately

Download Your eBook Here