5 ways to resolve a conflict effectively

Several strategies for dealing with a conflict of interest in the most constructive way possible.

The ways of resolving a conflict effectively may vary according to how the notion of conflict itself is understood. They may also vary according to the particular context in which the conflict occurs. For example, a strategy applied to resolve a conflict in the family may not be effective, but it may be effective in resolving a conflict within an organization.

Nevertheless, the social sciences have offered us different guidelines to generate resolution strategies that are more or less applicable to different contexts. The following is a brief definition of conflict offered by psychology, followed by 5 ways to resolve conflict effectively. ways to resolve conflict effectively proposed by experts in conflict and negotiation theories.

What is a conflict?

The organizational psychologist Mary Parket Follet (ct. in Domínguez Bilbao and García Dauder, 2005) defines conflict as the result of a difference, which is, in turn, an interaction of desires. Beyond the ethical bias (beyond whether the conflict is good or bad), it is the appearance of a difference of opinions and interests.

According to Domínguez Bilbao and García Dauder (2005), the understanding of conflict has had different facets throughout its history. Previously, it was understood and treated as a negative element, and therefore, something to be avoided. From then on, the causality of conflict was understood as a negative element, and therefore something to be avoided, the causality of the conflict was understood from dysfunctional elementsThe causality of conflict was then translated into individual, group or communicational behaviors and situations.

Subsequently, the conflict was thought from its benefits, that is, from its possible advantages. Since then, conflict has been assumed as an inevitable an unavoidable element within groups and organizations; not necessarily negative, but as anotherIt is not necessarily negative, but rather an opportunity to broaden the horizons of interaction and management.

5 strategies and tips to resolve a conflict effectively.

Theories on conflict and negotiation have developed significantly in psychology, impacting especially the field of organizations, but also other areas where interpersonal relationships are analyzed.

In the 1981s, the American experts in conflict resolution and negotiation, William Ury, Roger Fisher and Bruce Patton, published a book called Get Yes. In it, they described 5 ways to effectively resolve a conflict through negotiation. These ways are still valid today and can be applied in different contexts. can be applied in different contexts. They are described below.

1. People are not the problem

Conflict has effects at the level of individual experiences, i.e., it involves emotions, values and points of view. In many cases this is forgotten or not prioritized because we focus more on organizational interests. In this case, the authors explain that effective negotiation begins by separating the people from the problem, i.e., analyzing the problem from the problem itself.In other words, analyzing the problem independently of who we attribute responsibility for it.

To do this, they recommend thinking of conflicts as having their roots in one of the following three dimensions: perception, emotion or communication.. Recognizing the latter can help us to remain empathetic towards others; not to place the responsibility for the conflict on others, and to avoid emotionally explosive reactions. It can also help us to stay focused on our interests so that we do not give in more than is appropriate.

2. The main thing is the interests

In line with the above, the authors tell us that behind the positions that people assume in a conflict, there are a series of interests that motivate us, and sometimes they are hidden.

If instead of sticking to our positions, we explore the interests that lie behind them, we are likely to find that there are both needs and shared interests. there are both shared needs and shared interests, and shareable ones.. In turn, the latter allows us to arrive at an effective negotiation.

In short, since conflict is primarily a confrontation of different interests, it is important to focus on these rather than on the positions we take individually.

3. Seek mutual benefit

Another principle of conflict resolution and negotiation is to generate options for mutual benefit. It often happens that during a conflict situation, it is thought that there is no way for everyone to benefit from the final decision.

This hinders the negotiation process, and in general terms occurs because of four quite frequent obstacles: making premature judgments; looking for unique answers; thinking that the conflict has a fixed form; and thinking that the solution to the problem is the problem itself. The authors explain that through an empathic attitude we can look for mutual benefit. In other words, we can offer negotiation options that at least partially favor all parties.

4. Prioritize objective criteria

The authors recommend that we insist on using objective criteria from the beginning of the negotiation. That is to say, without disregarding empathy and "win-win", we must be realistic and assume that sometimes there will be differences that can only be reconciled at very high costs, at least for some of the parties.at least for one of the parties. Therefore, in this case, the negotiation must be conducted on a basis independent of the wills of those involved.

5. Taking into account power relations

Finally, the authors explain that effective conflict resolution may be unlikely in cases where influence, power and authority are vested in only one of the parties involved. In this case, negotiation consists of trying not to agree to something that goes totally against our principles or interests, and to try to make the most of the agreements and final decisions, even if they are made unilaterally. or interests, and trying to make the most of the agreements and final decisions, even if they are made unilaterally.

Bibliographical references:

• Domínguez Bilbao, R. and García Dauder, S. (2005). Constructive conflict and integration in the work of Mary Parket Follet. Athenea Digital, 7: 1-28.
• Leader Summaries (2003-2018). Summary of the book "Get the yes, the art of negotiating without giving in". Business Book Library Summaries. Retrieved July 06, 2018. Available at https://www.leadersummaries.com/ver-resumen/obtenga-el-si.