THE CONFLICT SURVIVAL KIT
Tools for Resolving Conflict at Work
Second Edition
Daniel B. Griffith
Cliff Goodwin
, CONTENTS
Introduction
Chapter 1: The Nature of Conflict
Chapter 2: Preventing Conflict
Chapter 3: Approaches to Conflict
Chapter 4: Working Toward Collaboration
Chapter 5: The Three Channels of Communication
Chapter 6: Listening to Resolve Conflict and Build Lasting Relationships
Chapter 7: The Communication Continua
Chapter 8: Are You Capable?
Chapter 9: Opening the Doors to Conflict Resolution
Chapter 10: The Building Blocks to Collaboration
Chapter 11: Integrative Negotiation: Negotiating as Partners
Chapter 12: Overcoming Barriers to Integrative Negotiation
Chapter 13: Mediating Conflicts Between Parties
Chapter 14: Decision-Making Choices for the Manager
Chapter 15: Handling Conflicts Requiring Direct Confrontation
Chapter 16: Special Situations: “Opportunistic” Employees, Workplace Violence,
Terminations, and Bullying
Chapter 17: Achieving Effectiveness as a Conflict Manager
Additional Activities, Exercises and Assignments
Role Players’ Names for Tent Cards
,Chapter 1: The Nature of Conflict
ANSWERS TO TRUE/FALSE QUESTIONS FROM THE TEXT
1. T
2. F
3. T
4. F
5. F
ANSWERS TO MULTIPLE CHOICE QUESTIONS FROM THE TEXT
1. d
2. a
3. h
4. c
5. c
SUGGESTED ANSWERS TO DISCUSSION QUESTIONS FROM THE TEXT
1. As students discuss their experiences with handling conflict, it is likely that many of
the conflicts for which they did not experience positive outcomes were due to
postures they and/or the other party took that were not collaborative. It is further
likely that they did not focus on satisfying mutual interests but instead took positional
or “fixed pie” approaches to addressing the conflict.
2. Students should explore the strengths and shortcomings of both the positional and
interest-based approaches to negotiation. Some examples where positional
negotiation may be preferable (though not necessarily appropriate) are negotiating for
the best price with a party with whom you are not close and will not likely interact
again, such as a car salesperson or a real estate agent; situations where competitive
negotiation is expected, such as long-arm negotiations between lawyers or business
associates; and situations where a party possesses superior power or authority, such as
a supervisor in conflict with an uncooperative employee, or a morally superior cause,
such as a civil rights advocate in the face of a clear injustice. The point of the
discussion is not to rule out positional negotiation as a bargaining option, but rather to
reinforce the advantages of interest-based negotiation, especially where collaboration
is needed.
3. Some examples include community mediation and conflict-resolution centers that
assist neighborhoods and communities work through disputes; mediation alternatives
to employee grievance and progressive discipline processes; court-mandated
mediation to settle litigated disputes; and peer-to-peer counseling, mediation, and
dispute-resolution processes in schools.
, SUGGESTIONS FOR THE CASE FROM THE TEXT
Case: Confrontation v. Cooperation
Starting tips: Give students time to read the scenario on their own. Allow time for
students to discuss the case questions as a group, ensuring that all students have the
chance to share their insights.
Desired outcomes: Students should gain a perspective that identifying and utilizing a
particular approach to addressing conflict is not always easy. In this case, some elements
support taking a more positional approach. In particular, Joe must insist that the return
policy be respected, and no negotiation on this point may be possible. On the other hand,
Joe is pressed to find a way to work with Maria regarding this situation so that he does
not loose a valued customer. This is particularly so because of the poor treatment she
received from Tina. Therefore, Joe must find a third approach that is neither entirely
positional nor entirely interest-based. In the discussion, encourage students to come up
with creative ways to retain Maria as a customer while insisting on the policy.
Suggested summary: Make the point that the choice between the positional and interest-
based approaches is seldom cut and dried.
TEST QUESTIONS
True or False questions (each worth 1 or 2 points)
__F__ 1. Of the five ways that we typically respond to conflict, compromise is the most
constructive way.
__F__ 2. If you read a book entitled How to Play the Negotiation Game and Win Every
Time!, you are more likely to learn about interest-based negotiation than
positional negotiation.
__T__ 3. We often perceive that conflict is bad and, therefore, avoid addressing it.
__F__ 4. When two parties are interdependent and have compatible needs, conflict is
likely to develop.
__T__ 5. A car salesperson who asks a customer about the kind of car she wants,
payment and financing options, color, and other preferences is engaging in an
interest-based discussion.
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