Managing and Resolving Interpersonal Conflict 1
Running Head: MANAGING AND RESOLVING INTERPERSONAL CONFLICT
Managing and Resolving Interpersonal Conflict
[Author’s Name]
[Institution’s Name]
Managing and Resolving Interpersonal Conflict 2
Managing and Resolving Interpersonal Conflict
Interpersonal conflict is a situation in which one or both
persons in a relationship are experiencing difficulty in working
or living with each other. This usually occurs due to different
or incompatible needs, goals or styles. The existence of
conflict is usually signaled by negative feelings such as hurt,
anger, confusion, etc. At this point, each person makes a
decision whether to confront the conflict openly and directly or
to ignore it, suppress it, or withdraw from the situation. The
decision to confront the conflict assumes that the potential
benefits of confronting outweigh the possible costs, and that
confrontation is appropriate to the situation and the
relationship.
The productive resolution of conflict usually strengthens
relationships, whereas destructive confrontation, e.g., blaming,
name calling, usually destroys relationships, or at the very
least, detracts from their satisfaction and usefulness. Thus, it
is very important how you confront the conflict once you have
decided to do so. By following methods and using communication
and problem solving skills, you can increase the chances that
the conflict will be resolved productively.
• Unilateral Resolution: During the course of an average day
a manager may be involved, either directly or indirectly,
in a variety of interpersonal conflicts of varying
Managing and Resolving Interpersonal Conflict 3
intensities and foci. Not surprisingly, managers will often
intuitively seek to resolve these disagreements by means
that are primarily unilateral in nature. In simple terms, a
unilateral resolution revolves around efforts to resolve
conflict via the application of influence or authority to
one specific person, group, or faction involved in a
dispute, and not to the others.
• Consultative Resolution: Personal achievement and
satisfaction within the workplace, as with any other domain
of life, owes a great deal to the reciprocal relationships
we hold with significant others. Sadly, when things are
going well, we seldom express our true appreciation for,
nor even recognize at times, the pivotal role that others
have played in our success.
• Facilitation Technique: Sometimes there is an obvious need
for a third party to intervene in a given conflict, and
more often than not, this responsibility falls squarely
upon the shoulders of a manager. It is an unfortunate
reality of the workplace that some matters simply cannot be
resolved by the parties involved, and that these conflicts,
if left unresolved, can tend to fester. When third-party
intervention is required, facilitation will typically be
considered as the first port of call, and if it is not, it
certainly should be.
Managing and Resolving Interpersonal Conflict 4
• Mediation: Having established that third party conflict
interventions are an unfortunate reality of the modern
workplace, there are times when the subtlety of
facilitation simply isn't enough. When matters escalate
towards disaster, or when pressing conflicts arise that are
unlikely to be resolved in a timely manner by gentler
means, a stronger and more involved stance may need to be
adopted by a concerned third party. This is the point where
the potential facilitator, intent on guiding and aiding in
a resolution, must become a focused and driven mediator.
In conclusion, resolving interpersonal conflict is hard
work. It requires skill, self-awareness, courage, compassion and
patience. Confronting differences tests the true quality of our
relationships and further develops interdependence and
mutuality.
Managing and Resolving Interpersonal Conflict 5
References
Cloke, K. and Goldsmith, J. (2002). Resolving Conflicts at Work.
San Francisco, CA: Jossey-Bass.
Filley, A.C. (1995). Interpersonal Conflict Resolution.
Glenview, Illinois: Scott, Foresmen.
Tjosvold, D. (1996). Managing Conflict: The Key to Making Your
Organization Work. Minneapolis, MN: Team Media.
