1. Integrated Conflict Management 25 June 2008 Lynda O’Sullivan Ken Lechter Office of the Air Force General Counsel (Dispute Resolution Division)

2. Conflict • Is conflict bad ? • Is conflict inevitable? • Can good things come out of conflict?

3. What is Conflict? • Conflict is a state of discord caused by the actual or perceived opposition of needs, values, and interests. A conflict can be internal (within oneself) or external (between two or more individuals). • Conflict as taught for graduate and professional work in conflict resolution commonly has the definition: "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability".

4. Some Causes of Conflict • Organizational Factors • Hierarchical relationships (supervisor/employee); allocation of resources; goal differences; interdependence (mission cannot be accomplished without cooperation among departments); jurisdictional and accountability ambiguities; specialization and territory Personal Factors • Conflict management styles (avoidance, competition, compromise, collaboration); cultural differences (organizational, ethnic, religious, generational); emotions; perceptions; personalities; values and ethics

5. Another Way to Look at Conflict • Conflict is neither good nor bad—it is an opportunity • If properly managed, conflict can be more productive than consensus. “Are we all in agreement here? That’s not good.” • Good conflict management creates trust. Trust leads to collaboration, knowledge sharing, and innovation.

6. Basic Principles of Conflict Resolution • From the beginning of time, there have been three basic approaches to resolving conflict: • Power-based • Rights-based • Interest-based

7. Power-Based Conflict Resolution • Example: Military chain of command and control—orders must be followed • Downsides in most organizations: • Communication is one way—can lead to bad decisions • No buy-in/sabotage/conflict goes underground • Bad morale, absenteeism, reduced productivity

8. Rights-Based Conflict Resolution • Example: Litigation in the courts, by-the-rules managers • Downsides in most organizations: • Can only result in winners and losers—but in many conflicts there is no right or wrong • Employees will evade the system if they feel their interests and needs are not being met

9. Interest-Based Conflict Resolution • Example: Any time the relationship is important • Focus on interests, not positions • Explore options for mutual gain • Separate the people from the problem • Upsides: motivated workforce, superior productivity, culture of mutual respect and trust, innovation, progress

10. What is an Integrated Conflict Management System? • It is an organizational strategy • With two main components: • 1st component emphasizes conflict management and dispute prevention through interest-based dialogue and problem-solving • 2nd component is a robust ADR program to creatively and efficiently resolve disputes that haven’t been prevented

11. Integrated Conflict Management System • Elements of the ICMS: • Choosing negotiation procedures based on interests • Choosing procedures that will do no harm to (and hopefully improve) continuing relationships • Ensuring that conflicts are resolved at the earliest possible stage and at the lowest possible organizational level

12. Integrated Conflict Management System • Elements (cont.): • Clear organizational statement of expected behavior engendering mutual respect and trust • Systematic training and rewards ensuring that employees have the necessary communication and negotiation skills • Conflict competence as a key element of the expected leadership skill set—leaders set the tone

13. Questions?

14. Contact Information • R. Philip Deavel, Deputy General Counsel for Dispute Resolution, USAF--(703) 588-2211, richard.deavel@pentagon.af.mil • Lynda T. O’Sullivan, Assistant Deputy General Counsel for Dispute Resolution, USAF—(703)588-2210, lynda.osullivan@pentagon.af.mil • Kenneth Lechter, Associate General Counsel, USAF—(703) 588-2208, kenneth.lechter@pentagon.af.mil