Understanding Conflict
We tend to assume that all conflict is bad, and we often confuse “conflict” with its more negative symptoms; confrontation and violence. In fact, conflict is an integral part of any relationship, no matter how good. Even in the best of relationships, people will have different preferences, different perspectives, and different thresholds for what is acceptable. While such tensions (conflict) often exist, intrigue, confrontation, and violence are but a few symptoms that indicate a failure to deal effectively with those tensions.
At Sea-Change, we prefer the term “conflict management” to the often-used term, “conflict resolution,” for a few reasons. Firstly, if conflict is an integral part of any relationship, then conflict itself cannot be “resolved.” While it might be possible to resolve substantive issues in dispute, the potential for conflict will often continue. If two people choose to fight over something, rather than to deal with the dispute in some more productive way, then solving the dispute won’t change the fact that they would have chosen to fight. Secondly, we at Sea-Change adhere to the notion that sometimes “solutions aren’t the answer.” While some issues in dispute might have simple solutions; that is not often the case. In most cases where conflict exists, there is no static solution; but rather, people experiencing conflict must apply ongoing skills, processes, and tools that allow them to manage tensions and relationships effectively (and even productively), over time — without violence or destructive confrontation.
Some also believe that avoiding conflict is a strategy for success. We know otherwise. Conflict avoidance is no substitute for effective conflict management, because sometimes tensions must be balanced and sometimes hard choices cannot be avoided without consequences. Everyone experiences conflict, and it is those who are best at dealing with it well who become the most effective leaders, the most valued members of teams, and the most sought-after employees. Conflict avoidance also prevents people from developing the capacity to cope with conflict, on the rare occasions when conflict becomes unavoidable.
In practice, being an effective conflict manager means understanding the nature of conflict, being able to diagnose conflict accurately, understanding the different types and sources of conflict, understanding the role of communication and relationship management, possessing the ability to deal with substantive disputes in less destructive ways, and knowing what skills, tools, and strategies it takes to manage conflict effectively.
Sea-Change Partners professionals are among the world’s most experienced conflict management trainers and advisors; having advised on conflict management efforts in business disputes and peace processes in over 100 countries and territories worldwide, at every level; from grassroots, community-based efforts, to mediation and alternative dispute resolution systems for the legal community and academic institutions, to consulting with heads-of-state in situations of civil war and violent identity-based conflict. In the private sector, we advise on commercial disputes, conflict in the workplace, tensions on the boardroom, and managing the “friction” that accompanies rapid change.
Sea-Change professionals also advise international organizations, private foundations, donors, and development agencies in “conflict sensitivity” and incorporating conflict management strategies when working in the world’s war zones. We have also helped international organizations and large corporations design grievance redress mechanisms (GRMs) and other processes for dealing with customer complaints.
Sea-Change Partners offers the following conflict management services: