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My Framework for Conflict Resolution

Understand: The first step that to employ in a time of conflict would be first to
understand why the conflict exists. One cannot be effective in the resolution
process if they have not processed the reasoning for the conflict. A part of
understanding involves reaching out to others and gaining facts or information that
allows one to be informed. The understanding process allows a leader to prepare
not only to respond, but to think critically when others may not be. Effective
listening skills are applied at this time.
Values: After determining the reasoning and understanding of the conflict, assess
your values as an organization and as an individual. Stay true to your values and
directly refer to them as you focus on the resolution process and the moment at
which you confront the matter. Moving forward as an organization has challenges,
but reinforcing its values at all times should be transparent in all operations.
Confrontation: Strong leaders do not avoid a situation of crisis. They are the
driving force of an organization in advancement or resolution. After being in
understanding of the conflict and knowing your values, a leader should arise to
minimize the impact of the crisis. In this process, while it is a conflict, a leader
should never concede to the idea that all parties cannot move along happily.
Finding common ground should be assessed at this point. Uniting the conflicting
parties to move forward as one should be emphasized at the beginning, but
temporary separation may be necessary at this time. The tactics of the situation
may be dictated by the circumstances.
Consequences or Impact: After confronting the conflict and providing all parties
with your understanding of the issue, explain the short-term and long-term
consequences of remaining in conflict. While conflict may be a time of growth or
inspire change, it is inevitable that it will impact productivity or service. During this
time, confusion or lack of direction can be common. All parties should be in
understanding that while the conflict requires prompt action, operations are being
impacted.
Resolution Process: The final process is clearly to resolve the issue at hand. All
parties by now have been a part of the process of informing leaders about the
situation. In the resolution process, leaders should provide all involved parties with
the opportunity to provide input or a resolution on their own. This builds team
cohesiveness and does not separate the team. This is not to be interpreted as not
caring or being involved. A leader clearly should be integral in this process, but
should refrain from imposing their own ruling on the matter until absolutely
required. If parties have failed to negotiate with one another or reached an
impasse, a leader must quickly rule on the issue at hand. This ruling should be fair,
serve the greater good, and again focus on the values on the organization. While
some parties may leave dissatisfied, moving forward is essential.

Monitoring and Continuous Improvement: After the resolution of the conflict


has taken place, it can be critical to ensure that the steps moving forward remain
intact. To continue moving forward as an organization, follow-up of such activity will
help a leader reinforce the decisions that resolved the conflict at hand. While
moving forward from conflict, leaders and organizations must be able to put
disputes behind them, but continue to understand how they occurred and
preventing such incidents from taking place again. As the team moves forward
successfully, less monitoring will be required.

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