Integrated Conflict Management

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Integrated Conflict Management
25 June 2008
Lynda OSullivan Ken Lechter Office of the Air
Force General Counsel (Dispute Resolution
Division)
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Conflict

• Is conflict bad ?
• Is conflict inevitable?
• Can good things come out of conflict?

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What is Conflict?

• Conflict is a state of discord caused by the
  actual or perceived opposition of needs, values,
  and interests. A conflict can be internal (within
  oneself) or external (between two or more
  individuals).
• Conflict as taught for graduate and professional
  work in conflict resolution commonly has the
  definition "when two or more parties, with
  perceived incompatible goals, seek to undermine
  each other's goal-seeking capability".

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Some Causes of Conflict

• Organizational Factors
• Hierarchical relationships (supervisor/employee)
  allocation of resources goal differences
  interdependence (mission cannot be accomplished
  without cooperation among departments)
  jurisdictional and accountability ambiguities
  specialization and territory
• Personal Factors
• Conflict management styles (avoidance,
  competition, compromise, collaboration) cultural
  differences (organizational, ethnic, religious,
  generational) emotions perceptions
  personalities values and ethics

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Another Way to Look at Conflict

• Conflict is neither good nor badit is an
  opportunity
• If properly managed, conflict can be more
  productive than consensus. Are we all in
  agreement here? Thats not good.
• Good conflict management creates trust. Trust
  leads to collaboration, knowledge sharing, and
  innovation.

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Basic Principles of Conflict Resolution

• From the beginning of time, there have been three
  basic approaches to resolving conflict
• Power-based
• Rights-based
• Interest-based

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Power-Based Conflict Resolution

• Example Military chain of command and
  controlorders must be followed
• Downsides in most organizations
• Communication is one waycan lead to bad
  decisions
• No buy-in/sabotage/conflict goes underground
• Bad morale, absenteeism, reduced productivity

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Rights-Based Conflict Resolution

• Example Litigation in the courts, by-the-rules
  managers
• Downsides in most organizations
• Can only result in winners and losersbut in many
  conflicts there is no right or wrong
• Employees will evade the system if they feel
  their interests and needs are not being met

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Interest-Based Conflict Resolution

• Example Any time the relationship is important
• Focus on interests, not positions
• Explore options for mutual gain
• Separate the people from the problem
• Upsides motivated workforce, superior
  productivity, culture of mutual respect and
  trust, innovation, progress

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What is an Integrated Conflict Management System?

• It is an organizational strategy
• With two main components
• 1st component emphasizes conflict management and
  dispute prevention through interest-based
  dialogue and problem-solving
• 2nd component is a robust ADR program to
  creatively and efficiently resolve disputes that
  havent been prevented

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Integrated Conflict Management System

• Elements of the ICMS
• Choosing negotiation procedures based on
  interests
• Choosing procedures that will do no harm to (and
  hopefully improve) continuing relationships
• Ensuring that conflicts are resolved at the
  earliest possible stage and at the lowest
  possible organizational level

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Integrated Conflict Management System

• Elements (cont.)
• Clear organizational statement of expected
  behavior engendering mutual respect and trust
• Systematic training and rewards ensuring that
  employees have the necessary communication and
  negotiation skills
• Conflict competence as a key element of the
  expected leadership skill setleaders set the
  tone

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Questions?
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Contact Information

• R. Philip Deavel, Deputy General Counsel for
  Dispute Resolution, USAF--[phone],
  richard.deavel_at_pentagon.af.mil
• Lynda T. OSullivan, Assistant Deputy General
  Counsel for Dispute Resolution,
  USAF(703)588-2210, lynda.osullivan_at_pentagon.af.mi
  l
• Kenneth Lechter, Associate General Counsel,
  USAF(703) 588-2208, kenneth.lechter_at_pentagon.af.m
  il