Managing Conflict in the text book Group Communication

Read this text for a somewhat different perspective on managing conflict in the workplace. The text refines the definition of conflict as something that occurs between interdependent people and must be expressed. While we have looked at the causes of conflict, This text examines the dangers of conflict in four ways. As you read through the text, you will learn about the roles leaders can take, such as motivator, delegator, structuralist, and promoter of constructive deviation.

Effective Conflict Management Strategies

"Going with the Flow"

As we've seen, there is no shortage of specific strategies and techniques for people to choose from when conflict occurs in a group. In fact, it may be overwhelming to try to decide which strategies and techniques to use, at which times and with which people, under which circumstances. Randy Fujishin, a therapist and writer from California, proposed an attitude which might help people deal both with conflict itself and with the feelings of stress it often engenders. He suggested that we regard conflict as neither a call to battle nor a warning to dissolve or disband a group. Instead, Fujishin proposed that people regard conflict as "an invitation to listen, learn, explore, and grow. His advice when conflict takes place is this: "Instead of tensing, relax. Instead of stiffening, bend. Instead of arguing, listen. Instead of pushing or running away, get closer. Flow with the disagreement, situation, or individual for a period to discover where it may lead".

Fujishin also developed what he called the "SLACK" method of managing conflict. Although he intended it to be brought to bear primarily on disputes in one-on-one relationships, its components may apply also in group situations. "SLACK" is an acronym standing for "sit, listen, ask, compromise, and kiss". Major emphasis in this method is placed on being receptive to what other parties in a conflict have to say, as well as to their emotional states. Fujishin really does suggest kissing or hugging as the final step in this method, but of course many groups will choose instead to celebrate the achievement of post-conflict reconciliation and progress through words.

Perhaps the central message we can derive from Fujishin's writings on this topic is that, although we should respond to conflict earnestly, we should take a long view and avoid losing our composure in the process of managing it. Even at moments of extreme tension, we can remind ourselves of an ancient saying attributed first to Persian mystics and later cited by such notable figures as Abraham Lincoln: "This too shall pass".