Conflict Resolution Success Stories

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Conflict Resolution Success Stories

Claudette Rowley

March 7, 2012


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Advising nonprofits in:

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Today’s Speaker

Claudette RowleyCoach, Consultant, Author

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M A R C H 7 , 2 0 1 2

Conflict Resolution Success Stories

Webinar Takeaways

Participants will learn:

How three workplace conflicts were resolved.

Best practices for resolving specific conflicts.

Options for ongoing conflict management and prevention.

R E L A T I O N S H I P R E P A I R

B E T W E E N M A N A G E R A N D D I R E C T R E P O R T

Case Study #1

Context of Conflict

Judy and Sharon are both leaders in a large health care institution.

Judy is Sharon’s manager.

They have experienced tension and conflict for several months.

The level of conflict is affecting their respective teams.

Key Stakeholders in the Conflict

Judy and Sharon

Judy’s manager (who has tried to resolve the conflict)

The employees who are affected by Judy and Sharon’s inability to communicate.

Conflict Analysis

1. Trust was heavily eroded between them.

2.Parties were unable to hear each other.

3. Assumption of negative intent was a driving force.

Conflict Resolution Process

Initial four-way call to establish confidentiality, goals and guidelines for work.

Judy, Sharon and I met for 4 one-hour sessions.

Goals for the work: reestablish productive communication, clarify expectations of each other, and put plan in place for managing future conflict.

How Conflict Was Resolved

Pivotal points in the resolution process:

We identified four areas of agreement.

Sharon and Judy identified assumptions each was making about the other.

Recognized they had different definitions of “micro-management”.

Sharon felt micro-managed by Judy, while Judy was trying to avoid micro-managing.


Each defined “support” and “micro-management”.

They each reported that once they understood the other’s definition of support, they were more willing to give it.

Judy understood how Sharon wanted to be supported.

Sharon understood she needed to be clearer about her needs and ask for help.


We discussed new experience of support – more open conversations and better exchange of information.

Both reported relationship changes: understood each other’s intentions, needs and styles, and had fewer misunderstandings.

Plan for Prevention

1. To check in with each other if tension builds.

2. Stay away from assumptions – check them out.

3. Ask to take breaks when needed, and reconvene later.

4. Make time to process and plan individually.

5. Schedule time to meet rather than responding in an emotionally triggered way.

U N A D D R E S S E D T E A M C O N F L I C T :

R E B U I L D I N G T R U S T A N D I M P R O V I N G C O M M U N I C A T I O N

Case Study #2

Context of Conflict

Management team in mid-sized company in the service industry.

Team members are in state of unaddressed conflict.

Symptoms include: office gossip and drama, stonewalling, defensiveness, acting on assumptions.

Productivity, communication and results are hindered.


The seven team members

Their manager

Senior leaders in the company

Customers served by company

Conflict Analysis

Trust on team was heavily eroded.

Power dynamics tended toward distributive (either/or) versus integrative (both/and).

Office drama, gossip and criticism had replaced communication.

Conflict Management Process

Worked with this team for about one year.

Facilitated several team building sessions.

Shared a general summary with company leaders after each team building session. (This was contracted with the team.)

How Conflict Was Managed

This team decided to read The Five Dysfunctions of a Team by Patrick Lencioni.

The Five Dysfunctions Model:

1. Absence of Trust ->Building Trust

2. Fear of Conflict -> Mastering Conflict

3. Lack of Commitment -> Achieving Commitment

4. Avoidance of Accountability -> Embracing Accountability

5. Inattention to Results -> Focusing on Results


Pivotal points throughout the resolution process:

After taking the Myers-Briggs Type Indicator, people began to view differences as differences, rather than threats.

Team members created guidelines for handling conflict on the team.

Discussed their vision for the team.

Embraced conflict as a gateway for positive change.


Identified tendency toward negative assumptions of intent and lack of transparency in communication.

Learned how each person wanted to be approached in communication and conflict.

Team had habit of putting off important discussions; defined term “hot topics” and began to include on meeting agendas.

Solved “hot topics” through discussion; learned how to plan and implement.


Focused on accountability – holding themselves and others accountable.

Uncovered tendency to not ask for help “because everyone is so busy” – this caused conflict over time.

Frustration on team decreased, team members reported their perceptions of each other began to shift to the positive, decreasing overall conflict.

Team learned to have more positive regard for each other, to solve problems more creatively, and to diffuse tensions more directly.

Plan for Prevention

1. Keep using lessons learned.

2. Focus on transparent communication.

3. “No gossip” zone.

4. Handle conflicts as they surface; don’t allow them to fester.

5. Recognize they can solve problems with positive, innovative solutions.

R E S O L V I N G I N D I V I D U A L C O N F L I C T :

C O N F L I C T M A N A G E M E N T C O A C H I N G

Case Study #3

Context of Conflict

Bryant is the office manager of a 50 person start up.

Company has grown rapidly over the past year.

With recent expansion, he is frustrated and stressed.

This stress has affected his communication skills, conflict management skills, and how he is perceived.


Bryant the office manager

Bryant’s manager

Bryant’s internal customers (employees who work for company)

Conflict Analysis

As Bryant’s stress level increased (due to higher volume of work, more people to serve and rapid change), he struggled with communication, conflict management and stress management.

The environmental changes required Bryant to make behavioral changes and he needed assistance with that.

What once worked for him was no longer working well.

Conflict Resolution Process

Bryant, his manager and I spoke to establish confidentiality, communication guidelines and goals for the work.

We agreed I would meet with Bryant for 4 one-hour sessions, and then assess progress.

Goals for the work: increase awareness of communication, to improve customer service skills, to manage stress more effectively.


Pivotal points throughout the coaching process:

Bryant wanted to be perceived as receptive and dependable to others.

Bryant was motivated to learn and make changes.

Discussed how to repair relationships with employees – ways to boost his positive “PR”.

He put new boundaries in place with employees. These boundaries decreased his sense of overwhelm and allowed him to better serve employees.


Identified his emotional triggers. Implemented the tool “Stop,Think, React”.

Discussed the art of discernment: When to let something go and when to address it?

Bryant reported feeling better about himself, and his interactions with others were more positive and productive.

When a conflict occurred, he was better able to respond from a calm place.

He reported better self-observation.

Plan for Prevention

1. To continue to use the tools, skills and self-awareness he had been practicing.

2.To talk to his manager when feeling overwhelmed with his workload.


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Conflict Resolution Success Stories