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How to Handle Conflict
by Andrew E. Schwartz

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For many of us, every day is a struggle to avoid conflict. Yet avoidance is practically impossible since the core characteristics, ideas and beliefs of each individual often conflict with our own. Differences of opinion, competitive zeal, and misinterpretations, among other factors, can all generate ill feelings between co-workers within an organization. While we canít avoid conflict, we can learn how to sidestep negative confrontations by becoming familiar with the types of conflicts that most commonly arise in the work place and by learning how to resolve them.

As a manager, you must approach every conflict as an opportunity to improve employee relationships, to lessen tension in the workplace, and to eliminate long-standing problems. Learn to treat conflict as a natural dynamic in employees relationships: it often proves useful by forcing employees to solve problems. Problem-solving results in effective communication.

Causes of Conflict: Conflict occurs when two or more individuals (or groups) within an organization need to solve a problem together. The problem could be minor such as organizing a weekly cleanup crew for the coffee break area, or major such as training employees on new and complex corporate procedures. Whatever the scenario, any situation can turn sour. The partiesí interests may clash, one partyís actions may insult the other party, or both parties could just have incompatible personalities.

  1. Conflicts of belief: People have different personal beliefs and any deviation from those beliefs is bound to cause problems. This type of conflict must not be allowed to erupt in an organization.
  2. Conflicts of attitudes: People have different values, goals and lifestyles, which may offend or annoy others.
  3. Conflicts resulting from inappropriate management behavior: Executives are not excluded from causing conflict. Many executives misuse their authority by insulting others. Managers who fail to support employees and follow through on promises and tasks encourage conflicts between individuals by not taking charge.

Conflict falls under two major headings: low cost conflict and high-cost conflict. Low cost conflict can be constructive. New ideas and improvements often arise out of low-cost conflict. For example, cleaning up the coffee area can easily be solved by organizing a schedule, which is a constructive solution.


Andrew E. Schwartz, CEO, A.E. Schwartz & Associates of Boston, MA a comprehensive management training and professional development organization offering over 40 skills specific programs and practical solutions to today's business challenges.

Copyright, AE Schwartz & Associates. All rights reserved.
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