When Things Dont Work:

Recognizing and Resolving

Conflict
LEADERSHIP PROGRAM 2012-2013
Sponsored by the Provosts Office
Johns Hopkins University
Catherine J. Morrison, JD
Associate Faculty
Johns Hopkins Bloomberg School of Public Health
cmorrison@createagreement.com

Learning Objectives
2

Understand the fundamental concepts of conflict

management

Acquire specific tactical approaches to conflict situations

Apply that understanding to more effectively assess and

manage two-party and multi-party conflicts

CONFLICT HAPPENS
3

Conflict is
a normal, inescapable
part of life
a periodic occurrence

in any relationship
an opportunity to

understand opposing
preferences and values
ENERGY

How can we manage the energy

of conflict?
4

Use cognitive conflict

5

Disagreement about

ideas and approaches

Issue focused, not

personal

Characteristic of high

performing groups

Amason, A.C., Thompson, K.R.,

Hochwarter, W.A., & Harrison, A.W.
(1995, Autumn). Conflict: An
Important Dimension in Successful
Management Teams. Organizational
Dynamics, 24(2), 22-23.

Avoid affective conflict

6

Personal antagonism

fueled by differences
of opinion

Destructive to group

performance and
cohesion

Ibid., 24.

How can we keep conflict

cognitive?
7

1. Make the approach

2. Share perspectives
3. Build understanding
4. Agree on solutions
5. Plan next steps
Mediation Services. (2003). Foundational concepts for understanding
conflict. Winnipeg, MB, Canada.

Step 1. Make the

approach
8

Reflect before you

begin
Invite the other party

to a conversation
Be clear about your

intentions
State your goal - a

positive resolution
Ibid.

Step 2. Share perspectives

9

Ask for the other

persons perspective
Paraphrase what

you hear
Acknowledge your

contribution
Describe your

perspective
Ibid.

Understand why your views

differ
10
(Read from bottom to top)

I take action
I adopt beliefs
I draw conclusions
I add meaning
I select data
Observable data
Clark, W. (October 17, 2005). People Whose Ideas Influence
Organisational Work - Chris Argyris. In
Organisations@Onepine. Retrieved March 8, 2009, from
http://www.onepine.info/pargy.htm

Name the issues

11

Identify topics that

the parties view as

important to address
Use concise neutral

language
Avoid pronouns
Use issues to create

the agenda
Foundational Concepts for Understanding
Conflict.

Step 3. Build
understanding
12

Discuss one issue at

a time
Clarify assumptions
Explore interests

and feelings

Ibid.

Step 4. Agree on
solutions
13

Reality test

Is

this doable?
Durability test

Is this durable?
Interest test

Does this meet all

parties interests?
Ibid.

Step 5. Plan next steps

14

Jointly

create action

plan
What needs to happen?
Who needs to do what?

By when?
How will interaction

take place if problems

occur?
Ibid.

Tools for
Conflict
Management
15

16

What
does
nt
work

Thats true
but

17

What
does
work
Thats true
and

18

What
does
nt
work
BLAME

19

What
does
work
The third
story

20

What
does
work
Contribution
Mapping

21

What
does
nt
work

You get the

picture

22

What
does
work
Match and
lower,

Faced with the choice between

changing ones mind and proving that
there is no need to do so, almost
everybody gets busy on the proof.
John Kenneth Galbraith

Sources and
Recommended Reading
24

Sources
25

Amason, A.C., Thompson, K.R., Hochwarter, W.A., &

Harrison, A.W. (1995, Autumn). Conflict: An
Important Dimension in Successful Management
Teams. Organizational Dynamics, 24(2), 20-35.
Clark, W. (October 17, 2005). People Whose Ideas
Influence Organisational Work - Chris Argyris. In
Organisations@Onepine. Retrieved March 8, 2009,
from http://www.onepine.info/pargy.htm

Sources
26

Garmston, R.J. (Summer 2005). Group Wise: How to

turn conflict into an effective learning process.
Journal of Staff Development, 26(3), 65-66.
Mediation Services. (2003). Foundational concepts
for understanding conflict. Winnipeg, MB, Canada.

Recommended Reading
27

Conger, J. A. (1998, May-June). The Necessary Art of

Persuasion. Harvard Business Review, pp. 84-95.
Eisenhardt, K., Kahwajy, L., & Bourgeois, L. J. (1997,
July-August). How Management Teams Can Have a
Good Fight. Harvard Business Review, pp. 77-85.
Robinson, R. J. (1997, February 6). Errors in Social
Judgment: Implications for Negotiation and Conflict
Resolution. Harvard Business School Publishing, Case
Note 897103, pp. 1-7.

Recommended Reading
28

Sussman, L. (1999, January 15). How to Frame a

Message: The Art of Persuasion and Negotiation.
Business Horizons, pp. 2-6.
Tannen, D. (1995, September-October). The Power of
Talk: Who Gets Heard and Why. Harvard Business
Review, pp. 138-148.