In the workplace, it sometimes seems as if some types of conflict are always with us. Miss a deadline, and you are likely to face conflict with your boss. Lash out at a colleague who you feel continually undermines you, and you’ll end up in conflict. And if you disagree with a fellow manager about whether to represent a client whose values you disdain, conflict is also likely.
In particular, three types of conflict are common in organizations: task conflict, relationship conflict, and value conflict. Although open communication, collaboration, and respect will go a long way toward conflict management, the three types of conflict can also benefit from targeted conflict-resolution tactics.
The first of the three types of conflict in the workplace, task conflict, often involves concrete issues related to employees’ work assignments and can include disputes about how to divide up resources, differences of opinion on procedures and policies, managing expectations at work, and judgments and interpretation of facts.
Of the three types of conflict discussed here, task conflict may appear to be the simplest to resolve. But task conflict often turns out to have deeper roots and more complexity that it appears to have at first glance. For example, coworkers who are arguing about which one of them should go to an out-of-town conference may have a deeper conflict based on a sense of rivalry.
Task conflict often benefits from the intervention of an organization’s leaders. Serving as de facto mediators, managers can focus on identifying the deeper interests underlying parties’ positions. This can be done through active listening, which involves asking questions, repeating back what you hear to confirm your understanding, and asking even deeper questions aimed at probing for deeper concerns. Try to engage the parties in a collaborative problem-solving process in which they brainstorm possible solutions. When parties develop solutions together, rather than having an outcome imposed on them, they are more likely to abide by the agreement and get along better in the future.
The second of our three types of conflict, relationship conflict, arises from differences in personality, style, matters of taste, and even conflict styles. In organizations, people who would not ordinarily meet in real life are often thrown together and must try to get along. It’s no surprise, then, that relationship conflict can be common in organizations.
Suppose you’ve felt a long-simmering tension with a colleague, whether over work assignments, personality differences, or some other issue. Before turning to a manager, you might invite the colleague out to lunch and try to get to know him or her better. Discovering things you have in common—whether a tie to the same city, children the same age, or shared concerns about problems in your organization—may help bring you together.
If you feel comfortable, bring up the source of the tension and focus on listening to the other person’s point of view. Resist the urge to argue or defend your position. When you demonstrate empathy and interest, he or she is likely to reciprocate. If the conflict persists or worsens, enlist the help of a manager in resolving your differences.
The last of our three types of conflict, value conflict, can arise from fundamental differences in identities and values, which can include differences in politics, religion, ethics, norms, and other deeply held beliefs. Although discussion of politics and religion is often taboo in organizations, disputes about values can arise in the context of work decisions and policies, such as whether to implement an affirmative action program or whether to take on a client with ties to a corrupt government.
According to MIT professor Lawrence Susskind, disputes involving values tend to heighten defensiveness, distrust, and alienation. Parties can feel so strongly about standing by their values that they reject trades that would satisfy other interests they might have.
Susskind recommends that instead of seeking to resolve a values-based dispute, we aim to move beyond demonization toward mutual understanding and respect through dialogue. Aim for a cognitive understanding in which you and your coworker reach an accurate conceptualization of one another’s point of view. This type of understanding doesn’t require sympathy or emotional connection, only a “values-neutral” ability to describe accurately what someone else believes about the situation, write Robert Mnookin, Scott R. Peppet, and Andrew S. Tulumello in Beyond Winning: Negotiating to Create Value in Deals and Disputes (Harvard University Press, 2004).
In addition, you may be able to reframe a values-based dispute “by appealing to other values that you and your counterpart share,” writes Susskind in an article in the Negotiation Briefings newsletter, “including universal beliefs such as equal rights or nonviolence, rather than focusing on the differences in beliefs that precipitated the dispute.”
Learn more about conflict and dispute resolution when you read these items:
What is Conflict Resolution, and How Does It Work?
How to manage conflict at work through conflict resolution
If you work with others, sooner or later you will almost inevitably face the need for conflict resolution. You may need to mediate a dispute between two members of your department. Or you may find yourself angered by something a colleague reportedly said about you in a meeting. Or you may need to engage in … Read What is Conflict Resolution, and How Does It Work? >>
Conflict Styles and Bargaining Styles
Our conflict and negotiation styles have a significant impact on how we manage conflict and negotiate. Two different models can help identify our tendencies and those of our counterparts.
What type of negotiator are you? Many negotiation strategies are “one size fits all,” but our unique personalities and life experiences will shape how we carry out and react to such strategies. Familiarity with different kinds of negotiation and conflict management styles can help us better understand and work with our own tendencies and … Read Conflict Styles and Bargaining Styles >>
Types of Conflict in Business Negotiation—and How to Avoid Them
The types of conflict we face in business negotiation can be categorized by our role and relationship with the other party. By preparing for characteristics of each one, we will be better positioned to avoid them in the first place.
Conflict in business negotiation is common, but it doesn’t have to be that way. There are steps we can take to avoid certain types of conflict and misunderstanding. Often, it helps to analyze the unique causes of conflict in particular negotiation situations. Here, we look at three frequent types of conflict in business negotiations and offer … Read Types of Conflict in Business Negotiation—and How to Avoid Them >>
What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation
How to choose the best dispute resolution process
When it comes to dispute resolution, we now have many choices. Understandably, disputants are often confused about which process to use. … Read What are the Three Basic Types of Dispute Resolution? What to Know About Mediation, Arbitration, and Litigation >>
Elements of Conflict: Diagnose What’s Gone Wrong
Basic elements of conflict contribute to disputes and cause them to escalate. We describe three primary elements of conflict and suggest ways to address them productively in your negotiations.
In the heat of conflict, it can be difficult to think rationally about how you got where you are and how you might make things better. But by taking a break to consider the elements of conflict, you can move toward a more rational assessment of the dispute and come up with ways to address … Read Elements of Conflict: Diagnose What’s Gone Wrong >>
Conflict-Management Styles: Pitfalls and Best Practices
Conflict-management styles can affect how disputes play out in organizations and beyond. Research on conflict-management styles offers advice on managing such difficult situations.
People approach conflict differently, depending on their innate tendencies, their life experiences, and the demands of the moment. Negotiation and conflict-management research reveals how our differing conflict-management styles mesh with best practices … Read Conflict-Management Styles: Pitfalls and Best Practices >>
Get Stories about Types of Conflict
Access our library of blog articles dealing with types of conflict.
From negotiation and conflict management styles to types of conflict and how to avoid them. Even more stories about learning from mediating professional sports disputes and what is an arbitration agreement to negotiating values in conflict resolution scenarios. And more … Read Stories about Types of Conflict >>
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