Keywords
Citation
Hodgson, J. (2002), "How to Resolve Conflict in the Workplace", Leadership & Organization Development Journal, Vol. 23 No. 6, pp. 352-352. https://doi.org/10.1108/lodj.2002.23.6.352.1
Publisher
:Emerald Group Publishing Limited
This book is a self‐help text for understanding and resolving conflict in the workplace. Aimed at “managers and those they manage”, the text presents an approach for tackling the conflicts that inevitably arise at work – be they conflicts between managers and their staff or conflicts between staff that their managers are asked to resolve. The approach is not to avoid or suppress conflict, but to turn the conflict around so that one can learn from it and move on.
The text is not aimed at academics or professionals in the field. Whilst it is explained that the book’s approach is rooted in a neuro‐linguistic programming paradigm, and that it draws heavily from the Conflict Resolution Network (established in 1986 by the United Nations of Australia), this and other theoretical concepts are not pursued. Further information and contact details are, however, provided in the Appendix.
The text itself is divided into three parts. Part I, “The nature of conflict”, contains “scene‐setting” chapters to prepare the reader for learning new responses to conflict and to help the reader recognise and understand the stages and elements associated with conflict in the workplace.
Part II, “The skills of conflict resolution”, presents the following seven skills for conflict resolution:
- 1.
1 identifying needs to negotiate a solution that is fair for all parties involved (called a “win/win approach”);
- 2.
2 taking control of one’s thoughts in order to respond appropriately to conflict;
- 3.
3 building empathy with others;
- 4.
4 behaving assertively;
- 5.
5 handling power constructively;
- 6.
6 acknowledging, expressing and dealing with emotions; and
- 7.
7 facilitating resolution and overcoming reluctance.
Part III, “The tools of conflict resolution”, presents practical tools for resolving conflicts within a step‐by‐step approach. It suggests that mind‐mapping techniques be used to visually represent the conflict and examine it from all points of view. The map can then be used as a basis for brainstorming possible solutions. The solutions can then be considered in turn to arrive at the best option for conflict resolution. The final chapter describes a few basic mediation processes and techniques to help a manager intervene when his/her staff are in conflict.
Accessible and familiar metaphors and tales, such as the “four blind men and the elephant” and the “two sisters and one orange”, etc. are presented throughout the text to illustrate the points raised. Every chapter also contains many exercises, examples, illustrations and case studies, drawn from the author’s experiences as a training consultant and stress management practitioner, to further reinforce the book’s approach.
At its outset, this text promises the reader it will:
- •
improve your conflict‐resolving skills by giving you more tools to use;
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make you aware of what you are doing well so you can build on that;
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identify your personal Achilles’ heel and inappropriate responses;
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give you an understanding of why you behave as you do;
- •
offer you solid practical conflict‐resolving strategies.
The degree to which all of these objectives can be achieved depends upon the extent to which the reader is willing to go beyond just reading the text. The reader needs to engage in the book’s exercises and be prepared for self‐examination and reflection. Indeed, the author recommends that readers keep a diary to record their responses to the book’s content, to note any conflicts encountered at work and to record their emotions and reactions to these conflicts.
Overall, this is a very readable and accessible workbook. It is suitable for any employee, manager or non‐manager, who is willing and interested in raising his/her awareness, learning new attitudes and behaviours and developing new skills in an attempt to resolve conflicts at work.