A Model to Manage
Conflict Collaboratively
When groups try to resolve conflict, common sense often goes out the window. Otherwise fully capable, intelligent professionals can become immobilized and unable to respond to a complex crisis. Let's examine why group conflict resolution is so difficult and then take a look at the nine-step model for handling a group conflict.
Groups have trouble resolving conflict because:
„ Individuals involved in a group conflict often assume that the problem is bigger than their ability to respond.
„ Many people do not recognize that they do not have conflict management skills.
„ Groups tend to quickly reject tentative solutions, which discourages individuals from contributing as many solutions as they can.
„ Groups seldom systematically apply a conflict management model to solve the problem.
The nine-step conflict management model is very realistic, as described by Muriel Solomon:
¶ Step #1. Recognize that there is a problem. Before a problem can be resolved, an individual or group must recognize that the problem exists and decide to attempt a solution.
¶ Step #2. Define the problem. Many people are closely tied to conflicts. The following six diagnostic questions are helpful to groups trying to separate conflict issues from the problems they need to solve.
These questions can uncover some clues that help clarify the underlying problems. Answers to these questions may even suggest some possible solutions. The questions are:
• Whose problem is it?
• What distortions of perceptions exist?
• What distortions of communication exist?
• What is at stake?
• What is the decision making process?
• What are the underlying problems?
¶ Step #3. Decide on a method for problem resolution. The scope, intensity, and urgency of the problem will dictate the method used. If a group method, such as committee, team, or ad hoc group, is used to solve the problem, be sure to include representatives from any organized group or program that will be affected by the problem or potential solution.
The best group size for problem solving seems to be five to seven people. The right people (those who will be affected) should be involved in defining the problem. If the people who will be affected by the problem or its solution are not involved in the initial problem identification process, the group should go back to Step 2 and collaborate to redefine the problem as needed.
¶ Step #4. Generate alternatives. Brainstorming is frequently used to accomplish this step. The goal of this step is for the group to generate as many potential solutions as possible.
¶ Step #5. Test for reality. Many groups misuse this step as an excuse to quickly discard potential solutions. Group members should be asked to make three positive statements about a potential solution before making negative statements about the idea. Use this step to determine how realistic an idea may be and to prioritize potential solutions.
¶ Step #6. Choose an alternative. List the forces that attract or repel the group about each of the alternative solutions. Compare the positives and negatives for each alternative and choose one or more solutions. Avoid choosing more solutions than the available resources can implement.
¶ Step #7. Develop an action plan. Keep the definition of the original problem in focus and create a plan to implement the solution from Step 6.
¶ Step #8. Implement the plan. This step is a chance to apply the slogan, "Just do it."
¶ Step #9. Evaluate the plan. Evaluate the immediate outcome of the plan and evaluate the overall effectiveness of the problem-solving process. Define and measure the conflict outcomes to make sure they are solving the real problems.
[Muriel Solomon. Working with Difficult People (New York: Jossey-Bass Publishers, 1995), 98].
The nine-step problem solving model helps ensure that the group will accurately define its problem and come up with reasonable solutions to try. Step 9 to evaluate, is an important but often overlooked step. Step 9 gives the group recourse to address the problem again if it is not resolved with the first action plan.
There are four power tools that can help all individuals or groups in conflict resolution:
ü Cool down.
ü Avoid blaming or punishing others.
ü Do not react to conflict as you have done in the past.
ü Focus on long term solutions rather than problems.
The concept of power tools can be expanded to also include some key strategic tactics with a positive impact. Various strategies listed below can be used to solve little problems before they escalate into big ones. Disputes can be resolved, "ruffled feathers can be smoothed," and stressful situations can be dealt with when strategies are applied with skill, tact, and understanding.
Strategic Tactic Impact
„ Empathize and show that you want to help, ü Defuses antagonism not confront others
„ Demonstrate interest in others ü Establishes rapport
„ Keep your own emotions in check ü Calms others down
„ Probe tactfully for details ü Uncovers the the real problem
„ Concentrate on the problem, not ü Reduces tension the person
„ Use words that produce cooperation, ü Improves interaction not confrontation
„ Decide who should handle the ü Puts the problem problem with decision makers
„ Make your opponent your partner in ü Supports a "we" the decision making process versus "they" decision
„ Emphasize the benefits of the solution üProvides positive reinforcement
„ Develop standard operating policies ü Provides consistency and procedures for handling complaints and maximizes effort or or suggestions
As you can see from the above tactics, there are many roles to be played in order to succeed in conflict resolution. It is important to listen to the words, and use the appropriate approach and language if you want to communicate in solving the conflict. The resolution of conflict involves being a problem solver and expediter allowing you to focus on productivity and increased patient outcomes. The ability to deal with smaller problems often has the advantage of averting the larger ones.