A Three-Phased Approach to Resolving Conflicts in the Workplace  

By Patricia Koopersmith, Rockwood Company Founder and CEO

If you’ve ever watched an episode of The Office, you’re probably familiar with Dwight Schrute, paper company Dunder Mifflin’s most difficult personality. Many of the show’s characters find Dwight unbearable, none more than his office nemesis, Jim Halpert. Jim’s repeated pranks on Dwight lead Dwight to file numerous complaints with human resources. In one episode titled, “Conflict Resolution,” Dwight even threatens to leave if his manager does not fire Jim, frustrated by his unresolved complaints.

While conflict alone does not indicate a dysfunctional workplace, leadership’s response to conflict does. Neither Dunder Mifflin’s human resources officer nor Dwight and Jim’s manager ever effectively mediated or resolved their conflicts, leading to a disruptive and inefficient work environment. A leader who had diagnosed and handled the ongoing conflict effectively would have reduced frustration, resulting in a productive work environment.

Applying a problem-solving approach to conflict takes time and patience. However, if both parties are willing to engage in a collaborative process and test out potential solutions, they will likely see long-term improvements in their everyday life and relationships. The following approach illustrates how individuals can shift from workplace gridlock to conflict resolution.

Source: Cornell University

Problem-Solving Approach to Conflict Resolution

PHASE ONE

Phase one of this approach entails identifying interests and criteria for successful resolution:

Initial Positions

Parties usually begin this process by stating their individual position and/or preferred solution to the problem. Note that discussing the merits of these positions and potential solutions can lead to a debate around which party is right or wrong. Try staying on topic and avoid slipping into argumentative tendencies, which will derail the problem-solving process.

Interests/Goals

Position statements won’t tell the whole story about each party’s interests, needs, goals, and concerns. In this step, focus on understanding the other party’s underlying interests and articulate your own.

Information/Criteria

Before you explore potential solutions, you will need to know the best criteria for measuring each option. Consider which objective standards will constitute a measure of success for meeting both parties’ interests fairly. For example, you may wish to set certain budget criteria to address a conflict over a delayed project.

PHASE TWO

Phase two entails generating options and agreeing on solutions:

Options

Once you have determined your solution criteria, you will brainstorm potential options to satisfy each criteria. The goal is not to immediately agree upon one solution, but to generate multiple ideas for potential solutions. Even if no solution is viable, the brainstorming process will help foster creativity and dialogue.

Tentative Solution

Combine the potential options to craft a solution that maximizes positive outcomes for all parties. The best solution may not address every concern but will address each party’s most important interests and criteria. Consider whether the solution will be easy to implement (e.g., are there time/resource constraints?), whether it will face potential resistance, and whether it will improve or strain working relationships.

PHASE THREE

Phase three entails implementing and monitoring solutions:

Implementation

Now that you have a tentative solution, discuss how it will be implemented. Consider the time, level of effort, and resources needed for successful implementation.

Experience

Once you begin implementing the solution, agree upon a time to check in with the other party on how well the tentative agreement is working. If concerns or obstacles arise, you may need to modify some aspects of the solution.

Evaluate

Once you have implemented your tentative solution and modified the approach as necessary, meet with the other party one final time to jointly assess the success of the conflict resolution process and the potential solution. Consider any parts you would change about your approach in the future. 

Dwight and Jim did not have an effective human resources department or leader to mediate their conflicts. Eventually Dunder Mifflin went under. Don’t be a Dunder Mifflin. Instead, resolve workplace conflicts using a problem-solving approach to achieve stronger organizational outcomes.

Resources:

Madsen, Gregory W. “Defuse Tension to Come to an Agreement.” Harvard Business Review, 28 July 2015. https://hbr.org/video/2941974943001/defuse-tension-to-come-to-an-agreement.