How do “I” become “WE”?  We give you 5 techniques for successful conflict resolution
07/06/2019
  • Stefan Mirkovic
  • Blog (EN)
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Nothing goes as planned. No matter how much you try, you get negative feedback from your manager. You don’t have enough time you’re out of new ideas, and besides that, your son yesterday expressed his desire to go on a joint family trip during school vacation.

The raise due to a successful project will solve this, but to search for it, you must first do the job well. And just when you thought that the situation could not be more stressful at the door, Natalia appeared with a task of the highest priority that must be done urgently. The manager delegates that task to you.

You feel that you can not slow down. You’re loaded. Stress won the battle against you. Welcome the Mr. Conflict!


Conflicts are an important part of interpersonal relationships. They happen daily, both on a private and business plan.

Even 20% of your time managers are committed to managing conflicts. If not resolved in time, conflicts can escalate into something much more and significantly and affect the productivity and efficiency of employees.

To successfully manage their team, it is necessary for managers to arrive at the conflicts in the right way. Below we will show you 5 techniques to help you manage conflicts successfully.

#1 Cooperation

This technique is characterized by a high degree of self-care, but also a high degree of care for others. The priority is to solve the problem and so this solution fits everyone. This approach involves, above all, openness, information exchange, and analysis of all disagreements, so that two conflicting parties can come to a common solution to the problem. Prerequisites for problem-solving are open communication and understanding of the interlocutor.

This technique should be applied when …

  • it is not necessary to make the final decision urgently
  • it is necessary to make a very important decision that requires strategic thinking
  • the conflict involves a large number of people working in different departments within the organization
  • when the previous solution to the conflict did not give results during the implementation

This technique should be avoided when …

  • It is necessary to solve the problem urgently
  • The problem is easily solved or trivial

#2 Compromise

This technique is characterized by an average concern for itself and an average concern for others. Namely, both sides should give up something to reach a mutually acceptable decision.

This technique should be applied when…

  • the objectives of the conflicting sides are mutually exclusive
  • the situation is not urgent, but it is very important
  • conflict resolution has priority over the “victory” of one fall
  • when conflicting parties are equally strong (eg employees and top management)

This technique should be avoided when …

  • the situation is very urgent
  • one conflicted part has more power than the other
  • it is necessary to satisfy a wide range of different needs

#3 Competition

This technique is characterized by a dominant style. It’s about a big concern about yourself and a little concern for others. The most common one is the dominant side with the goals and a very solid attitude, which decides on its own. This style is often considered aggressive.

This technique should be applied when …

  • These are urgent cases, that is, it is necessary to make a quick decision
  • it is necessary to make an unpleasant decision (bigger organizational changes, restructuring, dismissal of employees, etc.)

This technique should be avoided when …

  • the employees reacted very emotionally to the resulting conflict
  • it takes the participation of all employees
  • no urgent decision is required

#4 Customization

This technique is characterized by less care for your own needs and bigger care for others. One side renounces everything it wants in favor of the other side. This technique is the most effective of all five techniques. Also, this technique is often compared with generosity or reflects obedience to the other side.

This technique should be applied when …We are aware that we made a mistake, that is, the other side is right
maintaining good relationships has priority over winning
the question about which conflict has emerged is very important to the other side, but it is not so important for us

This technique should be avoided when …

  • the question is very important for us
  • by adjusting, we will not permanently solve the problem

#5 Avoiding

This technique is characterized by a low level of care for itself, as well as about others. Namely, one side withdraws from the resulting conflict situation completely because of the complete lack of interest in the situation itself or because there is a “better moment” for solving the problem.

This technique aims to avoid conflicts and potential conflicts. People who use this technique are inclined to make decisions without the consent of others, even when it comes to very difficult decisions.

This technique should be applied when …

  • the question is trivial and easy to solve

This technique should be avoided when …

  • the question concerns all team members
  • the conflict is continuing or worsening

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