CHAPTER What Is Conflict Resolution?

WHAT IS CONFLICT RESOLUTION? ➜
■ I might need to talk to if we cannot work this
out.
Use these types of questions or suggestions—or both—as your
situation warrants.
Agree on Action
If you get this far, you are likely to get to agreement. The only
exception would be if the two of you cannot agree on how to fi x
the problem. If that is the case, you may want to ask for a chance
to think it over and meet again. Or you may need to inform him
or her of your intention to escalate the issue. Whatever the case,
make sure to end with being clear about who is going to do
what.
Handling Emotions
The facts or fi gures are often not the problem in confl ict; the
emotions are. Depending on the personalities, situations,
power-diff erentials, and skills of each party, confl ict creates a
wide range of personal emotional reactions.
Take the situation of a diff erence of opinion with your manager
about your performance. The facts may be unclear as to
whether you have met your manager’s expectations. Expectations
are subjective and may not have been outlined specifi -
cally. In addition, your manager has more organizational power
than you. Especially if it is a situation where money and career
advancement are at stake, the emotions can begin to ratchet up.
Fear, anxiety, and stress can build and create a barrier to
clear communication. Blaming, avoidance, and/or arguing often
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