We all have and use ‘systems’ of conflict management. All of the people, places, things, behaviors, and triggers as or when conflicts arise are parts of those systems. What, where, or who is the reliable “go to” when a conflict arises for you? Your family? Your team?
While your system of resolving issues will certainly change or evolve with circumstances, experience and time, we tend to not be aware that we use the same – often inappropriate – approach to navigate conflicts – even when it isn’t the best option at all. Research into this is leading to many new support systems, and the redesign of older systems, structures and tools. REAL Solutions, Inc. system designers/specialists have spent over 10 years focused on research on and experience in Conflict Management System design and provision.
The truth is, most people can’t tell you where to look for their conflict management system. This is because systems tend to be embedded within the structures, people and processes that are currently expected to be working or chosen for use.
All organizations – from families to governments, manufacturing plants, service organizations, teams, boards, charities, and clubs – have a “Conflict Management System” (CMS). Some are simple: a referee. Some are complex. Any CMS is an arrangement of and interrelation between elements that help to prevent, support, are affected by, or evaluate management and resolution of issues, problems, disputes, etc.
Where are you going, or where do you go when you have a problem, idea, or question? Your access to options may be very broad – or very limited, depending upon formal or unstated, but informal, policies, cultures, skills or resources available. Any CMS is considered an “open” system – in other words, they are to some degree a dynamic thing that may take on new properties as variables change, resulting in a continual evolution. In many organizations, such systems are unacknowledged. Most are only of interest in times of crisis, distress, change, learning, growth or innovation. It is in such times that people express frustrations in terms of “dysfunction”, “no one is taking charge” or, “nothing will work”. These times, while often the trigger for action to improve a CMS, however, are of course not the best times to invest in becoming proactive and preventive in dealing with the cost and struggle associated with conflicts. If you can think about your organization and the descriptors “reactive”, “inactive”, “passive” come to mind when you consider the issues that are agreed as needing resolution, then the organization has a wealth of hidden opportunity, cost, stress, and time-savings hidden in its current system and existing resources.
What does that mean? Conflict management systems efforts do NOT cost an organization money, time, or stress. Addressing conflicts, issues and barriers to progress, learning and growth result in HUGE positive and profitable results, like new efficiencies, effectiveness and collaboration (e.g., FUN).
Optimally, a system allows an organization to be described by terms like “interactive”, “proactive” or at least “active”. These all imply results that indicate some level of “provention”: that is, there is consistent means to keep the system dealing with and addressing issues in a) a satisfactory way and b) when they should be solved. When a CMS is modeled and better understood, the system’s feedback and the control of its variables become valuable assets in the effective and cost-effective management of organizational or personal health. Simply said, while the system concept may seem complex- a model system has the things that really help an individual or organization to be, live and work well… within its means, allowing for resolution of issues that arise when sharing or using resources, information, interests, values, structures and, yes, the emotions that go with these things when issues arise.
The experiences of most workers – and the results of many formal studies – have shown that poorly managed conflict in the workplace is very costly. Results, satisfaction and growth are stymied. This isn’t likely news to you. We’ve all been in circumstances where the lose/lose of a dysfunctional or war-like conflict (even within a family or workplace) affects us. So what do you do?
The integration and development of conflict management systems improves the achievement of all organizational objectives according to workplace values, e.g., “to effectively, consciously and constructively contribute to workplace change and learning”; or “to enable improved efficiency/effectiveness thus decreasing costs of production”. Further, conflict management systems are the foundation of workplace cultures and morale. Cultures are the foundation of how we react to, respond to, or rework the issues that affect us: in essence, they affect how we treat each other, no matter if there are issues or not. Many organizations whose systems are out of alignment work marvelously when some crisis aligns them… a major battle brings their people together – but when the crisis wanes, the team’s alignment fails, morale plummets, and cynicism, resentment and bitterness grows.
So, how can you make the difference when a Conflict Management System is failing you and/or your organization? The answer is easy: start where you are. If you choose to take up the challenge, you can support others in, or lead the development of awareness of the system that exists for you. REAL Solutions experience tells us that this works best if you focus on the positive: build on what is there and IS working. Ask, “what is working here?”. The answers you get become the core of the next question, “what is working about that?” This simple and powerful questioning and appreciative approach is well researched. Called “ACTION RESEARCH” or “APPRECIATIVE INQUIRY”, the next steps once any question is answered can be small, but they are powerful.
At REAL Solutions, Inc., we use an action-based approach to support the prevention, resolution and management of conflicts, focused on supporting or equipping an organization for resolution by the parties themselves. We develop systems models according to the unique requirements of the organizations, groups, families and individuals who work with us.
Typically, a conflict management System Development project will:
1. Map, or model, existing organizational tools together with other functions, support systems and feedback processes and practice into an interconnected system that will enhance the ongoing and improved resolution of chronic, cultural and change-related conflicts.
2. Involve a working group to participate in the collaborative enhancement and cyclical development of the organization’s conflict management goals, promotion, learning and competencies, intervention options (efficiency and effectiveness), feedback, assessment and rewards. Yes, we like to celebrate success 
3. Require periodic review to ensure that the desired shifts are being realized.
The goal of system development is to arrange conflict management options to enhance prevention, and ensure options are linked and available from lowest cost to those that are highest (both to the organization and the individual parties themselves) such that conflicts are managed more effectively, at least cost.
For questions, or further information please contact us!
All organizations – from governments, to manufacturing plants, service organizations, churches, teams, boards, charities, clubs and families – have a “Conflict Management System” (CMS). Whether formal or informal, a CMS is the arrangement of and interrelation between elements that prevent, support, are affected by, or evaluate management and resolution of conflicts (issues, problems, disputes, etc). Where are you going, or where do you go when you have a problem, idea, or question? Your access to options may be very broad – or very limited, depending upon policies, cultures, skills or resources available to support you. A CMS is an “open” system – in other words, it is a dynamic thing that may acquire new properties as workplace or group variables change, resulting in a continual evolution. In many organizations, such systems are unacknowledged and are only of interest in times of crisis, distress, change, learning, growth or innovation. These times, however, are of course not the best time to invest in becoming more “proventative”: that is, proactive and preventive in dealing with the cost and struggle associated with conflicts.
When a CMS is explicitly modeled and better understood, the system’s feedback and the control of its variables become valuable assets in the effective and cost-effective management of organizational health: that is, the balance between strategic/operational goals with quality of work and work-life goals within an organization.
The experiences of most workers – and the results of many formal studies – have shown that poorly managed conflict in the workplace is very costly. The integration and development of conflict management systems improves the achievement of all organizational objectives according to workplace values, e.g., “to effectively, consciously and constructively contribute to workplace change and learning”; or “to enable improved efficiency/effectiveness thus decreasing costs of production”. Further conflict management systems are the foundation of workplace cultures because they are the foundation of how we react to, respond to, or rework the issues that affect us: in essence, they affect how we treat each other.
10k Conflict Management is a group of Conflict Specialists and Coaches. We use an action-based approach to support the prevention, resolution and management of conflicts, focused on resolution by the organization, or the parties involved themselves. We develop systems and service blends according to the unique requirements of the organizations, groups, families and individuals who work with us.
Typically, a conflict management System Development project will:
1. Map, or model, existing organizational tools together with other functions, support systems and feedback processes and practice into an interconnected system that will enhance the ongoing and improved resolution of chronic, cultural and change-related conflicts.
2. Involve a working group to participate in the collaborative enhancement and cyclical development of the organization’s conflict management goals, promotion, learning management, intervention options (efficiency and effectiveness), feedback, and assessment.
3. Require periodic review to ensure that the desired shifts are being realized.
The goal of system development is to arrange conflict management options to enhance prevention, and ensure options are linked and available from lowest cost to those that are highest (both to the organization and the individual parties themselves) such that conflicts are managed more effectively, at least cost.
For questions, or further information please contact:
