Introduction

Conflict can have a positive or negative impact depending on how it is managed. It can make or break an organization. It’s negative impact can cause increased employee turn over rates and absenteeism related to increased stress load. On the positive side, conflict can support creativity and innovation. Conflict management is a crucial part of leadership and how interactions between people are handled can determine the growth or demise of an organization. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Chan et al., 2007). So it is vital that managers understand and know how to lead their people through conflict.

There are several styles of leadership that lend themselves well the conflict resolution such as transformational leadership, servant leadership, and visionary leadership. Each have their own nuances that contribute to being a successful form of leadership style lending to conflict management.

Using the O.F.T.E.N. strategy for conflict resolution supports a positive outcome between any two parties that find themselves face to face with opposing views. Below the O.F.T.E.N. strategy is the experience cube which guides leading difficult conversations.

Ways to tell that the conflict was successfully resolved are improved collegiality, environment and productivity. Stronger work bonds may be created and organizational structures and processes are also positively affected.

And what next? Once the conflict is over, this is a time to reflect and evaluate. Inquiry and feedback are crucial pieces to learning and growing from what has come out of the disagreement.

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