Conflict Resolution: Part III

During my graduate work in conflict management and dispute resolution I took a class called Workplace Mediation with Judy Mares-Dixon of Mares-Dixon and Associates. It was a fabulous class and she was one of the best professors I had. She talked about the dynamics of conflict or as I like to call them, the sources of conflict. There are five: relationship problems, data problems, value differences, structural problems and interests. As we continue our discussion on conflict resolution, examining these five areas can help in identifying the root causes of current issues facing your organization.

Beginning with relationship problems let's explore these dynamics. There are times that a lack of trust and respect, style or communication differences can ignite or feed conflict. For example, in one organization in which I mediated, the two parties distrusted each other enormously. Until the parties could find some level of trust through communication, it would be difficult for them to move forward.

Data problems exist when there is inaccurate, incorrect or missing information. When employees do not receive the necessary data, they tend to interpret information through their own filters.

Conflict can also be caused by value differences. We know by observing behavior what people value. At one point in my career, I worked for an organization where there were huge value difference. My value of integrity was very different from how the owners conducted business. I was very conflicted inside. Over time my position was eliminated and I left the organization. I later realized the end result was inevitable due to those differences.

Structural problems exist within organizations. Have you ever worked for two bosses? Have you ever experienced a lack of clarity in your position? Have you ever lacked the necessary resources to do your job well? If you answered yes to any of these questions you are dealing with structural problems.

Last but not least are interests. In conflict resolution, part of the goal is to find common interests. Interests are the underlying reasons for what we want. For example, if Bill and Sue are working on a project together, they want it to be successful. However, their interests may be very different. Bill wants the project to be a success because he will look good and it will advance his career. Sue wants the project to be successful so that there will be repeat business and the company's reputation in the market place will grow.

When examining conflict, explore the dynamics of relationship problems, data problems, value differences, structural problems and interests. Often time, there may be more than one of these factors in play.

Which of these factor(s) do you most often see in your organization?