Conflict Resolution: Part II

Ghandi once said, "Conflict isn't necessarily bad because when you have conflict everybody learns something. Both sides learn something about themselves and each other. It becomes a learning and strengthening process". He understood the value of conflict to individuals and organizations.

What is conflict? We have defined it as, "the perceived and/or actual incompatibility of needs, interests and/or goals between two or more interdependent parties (Coltri)". Simply put, any relationship that depends on others where differences exist, could potentially become a conflict.

A Conflict may gradually develop over time. There are three levels of conflict as follows:

• Difference: A different perception on the same issue. Is usually not significant.


• Dispute: It is significant and usually a single issue that is driven and dealt with in the here and now.


• Conflict: Unresolved disputes that are highly complex and intensely identified on a personal level.

How often have you seen a difference eventually turn into a conflict? I worked with an Executive in an organization and one of his team members. The problems began with a difference. The team member made a simple request and the Executive discounted it. The individual was unwilling to address the issue at this level. A series of events happened that moved the difference to a dispute (she/he does not listen to me and value my input). Eventually it became a conflict with multiple issues to include; a lack of trust, respect, and honesty, and no clearly defined roles and responsibilities. A difference if not addressed may turn into a full blown conflict costing the organization time and money to resolve it.

Based on what we have been discussing, how often in your organization does a difference become a conflict? What is the cost to your organization?