How to Manage Conflicts: 7 Easy Steps to Master Conflict Management, Conflict Resolution, Mediation | Caden Burke | Skillshare

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How to Manage Conflicts: 7 Easy Steps to Master Conflict Management, Conflict Resolution, Mediation

teacher avatar Caden Burke, Leadership Skills Teacher

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (1h 10m)
    • 1. Introduction - How to Manage Conflicts

    • 2. Chapter 1 - Step 1: Be Respectful to all Parties Involved

    • 3. Chapter 2 - Step 2: Change the Atmosphere

    • 4. Chapter 3 - Step 3: Identify what the Conflict is

    • 5. Chapter 4 - Step 4: Understanding different Perspectives

    • 6. Chapter 5 - Step 5: Developing Solutions

    • 7. Chapter 6 - Step 6: Implementing Action Plans

    • 8. Chapter 7 - Step 7: Following Up After the Conflict

    • 9. BONUS: Conflict Flow Outline

    • 10. Conclusion - How to Manage Conflicts

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About This Class

Are you struggling to get those involved in conflicts to sit down and listen? Do you feel like every time you try to resolve a conflict; it just makes it worse?

“How to Manage Conflicts” is a great guide to help you make a move from putting band-aids on problems to finding real resolutions. Resolving conflicts can be challenging. However, you can arm yourself with these 7 easy steps that will help you craft communication skills and learn the process to do more than just manage conflicts, but also to help to prevent them.

As a person who is distressed by communicating a message or tasks, you have to gain the buy-in of the other party and get both parties to listen to each other. As a person who is resolving conflict, you have to be able to assess the situation and not form a judgment in one way or another.

The guidance you can gain from within these chapters will help you to grow as a communicator, but also as a person. As you progress on your journey to master your conflict management skills, you will learn many tips and tricks that can help you achieve your goals.

• Why it is important to manage conflicts.
• Why respect is important in conflict management.
• How to recognize potential conflicts.
• Why it is important to change the atmosphere.
• Understanding different points of view.
• Tips for recognizing different perspectives.
• Skills for developing solutions.
• How to implement actions plans.
• Why following up is necessary.
• And much more.

To help you in becoming an effective manager of conflicts, this guide goes through many actionable examples and strategies. As you press yourself to grow, you will find that there are so many experiences you have already had that will help formulate your ability to be successful as a communicator. It’s time to take the plunge and grow!

Meet Your Teacher

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Caden Burke

Leadership Skills Teacher


Caden Burke is the teacher of the "Leadership Skills" course series. He was formerly a literary agent with Curtis Black Ltd. and writes a popular blog on Leadership Skills. Burke turned to teaching several years ago to fulfil his life dream of educating students on the topic of Leadership & Management. He lives in New York City.

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1. Introduction - How to Manage Conflicts: How to manage conflicts? Are you struggling to get those involved in conflicts to sit down and listen. Do you feel like every time he tried to resolve a conflict, it just makes it worse. Quote, how to manage conflicts. And a quote is a great guide to help you make a move from putting band-aids on problems to finding real solutions. Resolving conflicts can be challenging. However, you can arm yourself with the seven easy steps that will help you craft communication skills and learn the process to do more than just manage conflicts, but also to help prevent them. You will always be able to apply these seven steps and improve your skills. No matter if you're now at a beginner, intermediate, or advanced level, as a person who is distressed by communicating a message or task, you have to gain the buy-in of the other party and get both parties to listen to each other. As a person who is resolving conflict, you have to be able to assess the situation and not form a judgment in one way or another. The guidance you can gain from within these chapters will help you to grow as a communicator, but also as a person. As you progress on your journey to master your conflict management skills, you will learn many tips and tricks that can help you achieve your goals. You will learn why it is important to manage conflicts. Y respect is important in conflict management. How to recognize potential conflicts, why it is important to change the atmosphere. Understanding different points of view, tips for recognizing different perspectives, skills for developing solutions. How to implement action plans. By following up is necessary and much more to help you in becoming an effective manager of conflicts. This guide goes through many actionable examples and strategies. As you press yourself to grow, you will find that there are so many experiences you have already had that will help formulate your ability to be successful as a communicator. It's time to take the plunge and grow. 2. Chapter 1 - Step 1: Be Respectful to all Parties Involved: Chapter one, step one, Be respectful to all parties involved. Before we can really begin to understand how to manage conflict, we need to define what conflict is. Most conflicts can be defined as a struggle between different opinions, interests, view, or needs. Conflict can occur between groups or individuals. It is where one side of the view or idea cling to their position and is unable to see the oppositions view or perspective. Conflict is one of the great dividers between people. It creates polarization between the sides, eventually forcing hard lines which distances the two sides as well. It can breed negativity, anger, and hostility. However, one can also argue that conflict is not always a bad or destructive thing. When you can probably manage conflict, positive outcomes can result. It can spark creativity and challenge you to think differently about a situation. When conflict arises, it is possible to find that through the disagreement, you can discover a better product, cost savings, efficiency improvement, or so much more. Now let's take a look at what our typical causes of conflict at work. Lack of communication is a common cause of conflict. This is the number one liter to misunderstandings. A different style of work ethics can also be a cause of conflict. When you ask those who typically work alone to collaborate, they are not often used to having to consider other opinions. Personality types are another common cause of conflict in the work environment. Not everyone knows how to understand or communicate with different types of personalities. Individual interests or goals can lead to competition for what the real priorities are and cause conflict. When functions overlap. This can cause what we refer to as territorial disputes. When one person thinks it is their job, but so does another person. Perceptions each person will receive different situations in different ways. This can include their interpretation of situations, procedures, policies, and can be a cause of many problems. These are all common causes of conflict in the workplace, but they are not the only causes. In some instances, employees may feel different pressures because of what they are being asked to do, which can cause conflict. It is essential to remember that some issues in the workplace can be simply work-related. Some personal and others because of emotional reasons, resolving conflicts effectively and with respect. The first thing to 0 which a member as you are working to resolve conflict in any situation, is to remain respectful to all parties involved. When you are respectful, you are more likely to come to the situation without bias for either side. When you are looking for practical ways to approach the conflict, take into consideration these things. Identify conflict quickly. Do not allow conflict to fester, thinking it will resolve on its own. Schedule a meeting with those involved with a conflict, schedule, a meeting with those involved with a conflict, and call me discuss the situation. Require that everyone has their moment to speak and the other party listens to the perspective of each other. Clearly define what the problem is and the interests and needs of each person involved. Look for a middle ground to the situation. Are there any areas where both parties can agree? Compromise work to find mutually acceptable resolutions to the situation. Identify ways that future conflict can be prevented from both parties. Encourage employees in the future to work, to find a middle ground and resolve conflicts before they get out of hand on their own. The most desired asset that employees and teams look for in their managers and leaders is someone that will treat them with respect. Studies have shown over time that nearly 50 percent of employees feel that they are not regularly treated with respect in the workplace. To be a person that can manage conflict effectively, you need to pay attention to how your employees are being treated and how they are treated by other managers and their peers. Respect is not limited to supervisors and it goes throughout your organization. If you are aware of a situation, it is always best to work to resolve it before a major conflict occurs. Demonstrating respect throughout your normal daily routine, you should be shown respect to those you are working with regardless of if you're the supervisor or not. This can be through simple acts of cleaning up after yourself at the coffee station to saying, good morning as you pass on your way into your desk, act with kindness, politeness and courtesy. Treat other people how you wish to be treated. Look for a value and other people's ideas and encourage them to share ideas. Be an engaged listener. Do not interrupt or comment before another person has finished speaking. Give credit to others ideas and apply them to increase efficiency or productivity. Dropped the gossip, do not engage in or be part of insulting or talking behind other people's back. Do not demean, criticize nitpick or micromanage. Others look for positive ways to suggest that change. Acknowledge your body language, tone, and expressions when interacting with others. Ensure that your communication is open and that you are aware of how others are perceiving. You treat everyone you interact with as equals. The world is a diverse place and there are many perspectives to consider. Be inclusive, never leave someone out that should be considered part of the group. This includes and meetings, lunches, or after work meetups, provide the same opportunity for everyone to participate and be involved. Praise more than you criticize, encourage your employees to be champions of praise. You will find when you implement these practices in your work environment, there will be considerably less conflict. Treating each other with respect as the foundation for your expectations will help the team to better handle situations or conflict may occur. Why is respect important? There are many reasons that respect is important in the workplace. There are many techniques to help you build that foundation. Job satisfaction. The Society for Human Resource Management, SHRM conducted a study and found that when employees at all levels are treated as important, their job satisfaction increases. In workplaces that put respect for the individual as a priority and their daily activities, individuals are more likely to stay productive and work harder as well. They found out in these environments, there were fewer misunderstandings and higher attendance and engagement rates. In contrast, workplaces that did not make respect a priority found greater levels of conflict and low attendance. Employee engagement. Employees who are actively engaged and informed of what is happening within the company are more likely to have less conflict. The more the employee is engaged and understands the goals, the more likely they are there to help to achieve these goals with as little conflict as possible. A study was conducted by Gallup, a 350 thousand employees, and they found that only 30% of the employees were engaged in their company. Of those employees, many felt that the company and managers did not show respect for them as individuals or groups. When employees are treated as part of the team and informed as part of a respectful foundation. They are more likely to be committed to their jobs. Fairness, as simple as it can be. When managers treat employees fairly, there is less likelihood that they will feel someone has favored over another. This shows that the team that everyone is respected regardless of their position, that they respect the employees and within the walls of their organization. They do not have room for those who harass or show favoritism. Creating an environment where everyone is treated equally reduces the number of conflicts that can arise from perceptions of others, feelings that someone else's better light. Remember, the first part of managing conflict is reducing the possibility that it will occur. Reduced stress. Employees who know they are respected, understand they have the autonomy to do their jobs as they need to. They do not worry about excessive criticism or ridiculous. They are able to relax and complete the work in a process that will make them more productive. They also are not troubled with a worry of having to prove their worth at every turn. Improved collaboration and environment that uses respect as a cornerstone, also has great success with collaboration. When individuals respect each other, they look to build each other up and help each team member to improve. This feeling of respect can transcend their work into higher performance. When you get your teams to collaborate and teach each other with respect, you build more relationships within the environment. As those relationships get stronger, you'll notice it less and less conflict occurring. 3. Chapter 2 - Step 2: Change the Atmosphere: Chapter 2, step to change the atmosphere. We talked a little bit in step 1 that healthy conflict it can exist in many workplaces. These workplaces are interactive and dynamic, where employees are respected and willing to see things from different perspectives. However, other types of conflicts exist. We're colleagues are rude or demanding. When ignored, they damage morale, decreased productivity, and cause issues that costs the company in terms of financial gain and sometimes even create legal issues. It is important to remember that all people are different and conflicts will happen. When people are part of a conflict. Negative emotions are often dictating the situation. Anger, disappointment, and frustrations will often be high. Shifting the atmosphere is essential to diffuse some of these feelings and begin to work towards a resolution. Manager skilled and managing conflict work to ensure that on the front side, that the working environment focuses on positives, creating a positive reinforcement atmosphere. However, conflicts will still arise and there are specific things skilled conflict managers do too and neutralize the situation. Neutralizing emotions. When managing conflict, you should begin by neutralizing the emotions in the situation. When emotions are high, it is hard even to begin the resolution process. In order to begin, each party needs to agree that they will work to limit their negative emotions as much as possible. Sometimes this means that you need to give those involved ample time to work through their feelings about the conflict. The conflict manager should ask each party to do the following. Acknowledged that the feelings each party is having our normal, except that there is a route costs to the problem and define it. Identify in which the feelings and situation can be resolved. Set ground rules. These rules will provide a guide for conflict resolution. They should be set before beginning any resolution process. The situation will greatly depend on the detail needed for the ground rules. In some instances, they will need to be highly detailed and anothers, they may be brief. These will be the guiding rules as you progress through resolving the conflict and should be used to redirect the conflict when necessary. With these rules, each party is able to be objective and prevents personal attacks or increasing emotional issues. Ground rules. Number one, you agree to work at resolving the conflict. Number 2, you agree to be respectful to each other throughout the process. And after. Number three, you agree to be truthful and clear about the situation and the core reason you fill it changes needed. Number 4, you agree to listen and be open to the other person's perspective or view. Number five, you are willing to be responsible for your own behaviors. Number six, you are willing to find a middle ground or compromise. Additional rules can be added to include the following suggestions as well. Ground rules will be posted where both parties can refer to them. We will work to find a mutually agreeable solution. We will respect each other as individuals and not engage in the tax or insults with each other, right, time and place. The time and place are also important to having a successful conflict resolution. It is highly unlikely that you will be able to resolve a serious conflict just before shift ends. The end of the day is a very difficult time for conflict resolution. This is the time of the day where one or both parties are winding down and ready to leave. They have all the stress from the day's work fresh upon them and are likely feeling the weight of the day's task. Our suggestion is to pick a time of day when both party members are fresh and have had time to process to conflict. It short, you allow enough time to work through the conflict and neither party feels rushed because of the deadlines were other work that needs to be completed. The location you select for resolving the conflict is also very important. It should be a neutral location where neither party feels that they have the upper hand. You should remove all distractions from the location so that everyone is able to concentrate on resolving the issue. This would include asking them to turn their phones to silent or removing other devices. 4. Chapter 3 - Step 3: Identify what the Conflict is: Chapter 3, step 3, identify what the conflict is. We are now are very aware that conflicts are often unavoidable. Workplaces containing a wide range of visions, personalities, and positions, it is highly likely that controversies will arise. It would be crazy to assume that you can eliminate all conflict within an organization. Honestly, some conflicts can be good for your organization. The goal here is to be able to identify the conflict and work to resolve it before it becomes an issue. Identifying conflict, you cannot begin to be able to identify conflict unless you first, except that it exist within your organization. Some conflicts will be obvious and others may be shocking to you. Here are something that you can be on the lookout to spot possible conflicts or issues, unhappy faces. As you walk around your work environment, take a look at the expression on the faces of your employees. Look for those who looks stressed or depressed. These people may be facing a problem that needs addressing. When employees are unhappy, this can lead to large issues down the road. It can incite tension among the rest of the team and lead to reduce morale and productivity. Water cooler gossip. It is not uncommon for groups of people to just click together. This becomes a problem when they begin to exclude others. You may find that while taking a walk around the office, that these individuals are whispering to each other and gossiping. This can undermine the team. And the often can work together to promote their own interests rather than what is best for the organization. Shouting, this is a fairly obvious sign that some kind of conflict is brewing or has come to a head when employees become agitated and irritable, often as a result of some underlying issue. This is a clear sign that you need to get to the bottom of what the conflict is and resolve it before it escalates. Further. Avoiding communication. As you are communicating with your team or employees. Look for those who are avoiding interacting. This is likely a reason that they did not communicate with someone on the team were are avoiding someone while it is not a clear indicator of conflict if they previously had gotten along well with a person and there was a sudden change, it might be a sign that something is brewing under the surface. Direct complaints. The easiest way to be sure that employee has an issue is when they come directly to you and share that issue or conflict. As the team leader, you need to be sure to check the facts and double-check them. You need to listen to both sides of the story and make sure that you are sympathetic leader when they come directly to you, it is often much easier to manage the conflict because the parties are sharing just what the issue is. This allows you to use a non-biased approach and find a solution for both parties involved in the organization. Remember, it is not just about managing their conflict, but also managing it in a way that is best for your company to causes a conflict. There are many different things that can cause conflicts in the workplace. The following five causes are typical of many working environments. Cause one. Leadership style. Different leaders have different styles of leading their teams. Leadership conflicts in the workplace can be very challenging as new leaders come on board. The difference in the first leader versus the new leader can require the team to be some adjusting to their style and expectations as well. The use of different styles of leadership can confuse employees and cause conflicts during stressful times. Think of it like this. One liter may be very rules orientated and another may be more flexible and open to new ideas when it comes time for the teams to collaborate on a project, the differences in their leadership styles can cause employees to feel confused or irritated, caused to personality type personalities or a big part of conflicts and are often very common regardless of the position someone holds. These conflicts often occur because of assumed or mistake and perceptions of fellow coworkers. Getting different personalities who work together can be challenging. And it is likely that there will be conflicts or misunderstandings. However, this does not mean that we should shy away from putting different personalities together. Rather, it means that as a leader, you should know that this collaboration will need more guidance and possibly some ground rules for communication. Costs. Three, responsibility type. Blame shifting is a common cause of conflict in the workplace. It is human that occasionally a task when I'd be completed were handled properly. Most often, the individual will take responsibility and they can work through the issue. However, it occasionally happens that the individual would rather shift the blame and push it to someone else. This sometimes is not fair, nor is it justified. Whereas other times it is combination of fault, failure to get clear direction or failure to give clear direction or the leading ways that blame shifting occurs. Cause for culture conflicts. When working with employees with diverse cultural background, it is not uncommon to have conflicts. Often, we felt to understand that difference in their culture. It is important that when you work with those who have a different culture or diverse background, you work to understand their needs and perspectives. The goal here is to find a balance between the diverse needs and the company's goals and objectives. Cause five style of work. The last common cause is the style or paste that employee works. Some employees are quick about their duties and others are more detailed, orientated, and work to ensure every little thing is completed. Those that are more detailed may take longer to complete a task, but the quality of work is higher. Whereas those that work more quickly may make mistakes, but can't compete for more work. When we ask these two types of people to collaborate, there was a great possibility that they will have conflict. Minimizing conflict. Being able to identify and evaluate the cause of different conflicts is important. But equally as important is the ability to minimize the conflict. Dealing with conflict is not a favorite job for many people. When major conflicts arise and a falling out occurs, co-workers do not have the luxury of simply choosing not to speak. Where see the person again at work. Person is most likely going to be sitting at the desk or down the hall from them everyday. Furthermore, these conflicts do not just affect those involved, but they spillover and infect others in the office, which can lead to additional arguments and some feeling the need to pick a side and the conflict, all of which can be toxic to your working environment. Negativity such as this kills productivity and hurts the bottom line, and efforts to minimize these situations from occurring leaders employee conflict management skills. Remember, the goal is to minimize the conflict where you can when possible. This begins by teaching and training are managers and employees on how to deal with conflicts. When a leader can step in as the conflict is brewing, most often, it can be handled before it gets too large or out of control. In doing this, the leader has minimize the negative effects. This requires that the manager is set the expectations of respect with your teams and that everyone knows that this is a basis of the foundation for working in the environment. They should also communicate with a team that there will be times when we do not agree and that is okay. Teams need to have good working relationships so that they can move towards the best resolution as well. Encouraging the team to be active listeners and use empathy when hearing each other out. Quick tips. Tip number one, communicate. Communication with your employees and team on a regular basis helps them to feel involved. This is an effective way for you also to know what is going on with them. To hear what their pain points are and help them resolve them before they become major issues. As you communicate and build trust with your team, you are more likely to find out about issues as they are forming rather than when you have blown up into full conflicts. This is because your team will see you as someone who genuinely cares and is approachable. Tip to listen. If you want to know what your employees are thinking or what their pain points are, you need to listen to them and take their complaints seriously. There are many issues that may seem not worthy of your time or petty. However, some of the smallest complaints can lead to much larger problems. An example, the maintenance employee is continually complaining that the mops are breaking. This seems like a small problem until all the mops are broken and the floor is no longer getting mopped. Next, the employee becomes disgruntled and takes action into their own hands and context. Osha, occupational Safety and Health Administration, saying that you are not supplying the appropriate equipment for them to do their job. Now the company is facing and inspection and additional scrutiny, all because a simple thing of mops not being fixed. Tip three, personality conflicts. It has been said time and time again. Everyone is different and come from different backgrounds. This can often lead to personality conflicts between your team members. Not every person is responsive to the same type of personality and some conflicts can hurt your team's productivity. When this occurs, it is important to work with these people to find common ground where they can work together. This may simply mean establishing simple yet clear guidelines that they need to follow when communicating and working together. Tip for get the gang together. Getting your team or employees together for a meeting can allow them to open lines of communication. It allows them to have voice concerns and communicate issues. You must establish some guidelines prior to the meeting. The last thing you want is your meeting to turn into a complaint session. Some guidelines might include discuss any issue you have, but also offer a solution to the issue. This allows them to voice concerns or conflicts, but also gets them to think about solutions. In doing this, you are working on training your team to look for solutions to the problems rather than simply complained about an issue. Then open the solution offered up to the group to see if there is a way in which that solution can be improved or modified. 5. Chapter 4 - Step 4: Understanding different Perspectives: Chapter 4, step for understanding different perspectives. Resolving conflict constructively and effectively means that in the end, all parties are satisfied with the results. That the individual involved can hold all these positions, perspectives and ideas from the situation tighter and still function effectively. Being successful at conflict resolution greatly depends on the individual's cognitive ability, perception, and understanding of the situation to the other party, while still being able to manage the emotional connectors to the situation. When an individual is unable to manage these things, then unfortunately, the resolution option becomes limited. Disagreements are going to happen in every environment. However, there is also a need for the parties involved to be realistic and the cause of the disagreement and the other person's perspective. It is common that in situations where conflict exist, each party will have to compromise or sacrifice some of their interests to find common ground. So as the person working to manage the conflict, it is important to see the interests of all parties involved. Essentially, you are viewing the situation from their perspectives. This process is known as social perspective, taking simply the ability to understand the appearance of the situation and how the person is emotionally and cognitively reacting. The opposite of this process is perspective taking. And this is where you specifically see another perspective that specificly your own view of the situation. Often that the view of the situation is incomplete or limited. Using the process of perspective taking allows you to gain vital information and gather a clear understanding of the information from each party. This promotes a more positive perception and interaction as you work through the process of resolving the conflict. Once you can see the situation from all sides, you are better equipped to find a solution that is mutually beneficial to all parties. The process of perspective-taking also provides the option to really understand feelings, needs, and thoughts of each party. It is typically easier to solve a problem when everyone feels respected and understood. Perspective taking as part of five different aspects. Number one, no two people see the situation the same number to know two people experienced the situation the same. Number three, perspectives can change from time to time. Number four, number four, the same message can be seen in different ways. Number five, assumptions are based on what someone believes, not facts. Let's look at the first aspect, realizing that everyone involved sees the situation differently. This is because of their backgrounds, experiences, and beliefs. Regardless of what happens, their brains will process the same situation in different ways, making it nearly impossible for two people to have the exact same perception of a situation. Secondly, an individual's perspective organizes and selects what that person experiences and sees the individual understand and builds off previous experiences or similar experiences. This is why most often, people tend to clutch tightly to their perspective. And this is because it is how their brain has processed the situation. To make changes to a person's perception, it is necessary to be able to interpret the situation to the person. They need to understand how it looks to others, not just what their experiences are allowing them to see. It is highly common for people to be biased about a situation simply based on their perspectives. They do not have detailed information from other points. And so they pick out and focus on the facts that they can confirm from their previous perceptions, disregarding those that might question their perception. The next aspect is that individuals often have different perceptions at different times. Think about yourself for a moment. Depending on the job you had, your role, experiences, emotional states, values, and actually any number of things can change the way you see a situation. These are all based on your perception at different times. Take for example, if you are hungry, you might take notice of any slight center food. Or in contrast, if you are ill, the slightest smell may make you feel sick. All of these perceptions can change from time to time. It is important to understand that some time factors could be the reason for conflicts. The fourth aspect is that occasionally the exact same message can have a different meaning from different perspectives. It is that person's perspective that determines how a message is received. This is most often seen with people who use sarcasm allot. The interpretation from one person might be there, just teasing, and the other may see it as being hostile. It all depends on the perspective of the receiver. The final aspect is misunderstandings. These frequently occur because one party assumes that the other sees things the same way. There are many instances where this can occur. For example, a person may feel very strongly about a political issue. And another person, rather than start a debate, just allows the person to continue talking. The first-person often assumes that since the second person did not interject, they were of the same opinion. How perspective relates to positive outcomes. Resolving conflicts and solving problems requires that all parties are able to understand the other side's perspective. Doing this can help all involved to have a better understanding of where they're coming from. It also helps by providing the different sides of the issue. Each sides validity and merit, and the ability to come up with solutions to maximize the outcomes collectively. Resolving conflicts and solving problems can be a challenge, and sometimes it can be impossible when you can not get all the parties to see the other side of things. However, when you can effectively get them to see the other side's perspective, the situation. This can be challenging, especially since so many different things influence a person's perception. However, being able to understand others thinking and effectively their perspective can result in positive outcomes. The first thing you will find by using perspective taking is that you can influence the way that the messages are received and phrased. This improves your ability to communicate and limits the chances of the message being distorted or misunderstood. The next way that perspective taking is valuable is because it requires all involved to take a realistic view and assessment of the situation, how valid and what mares to both sides of the situation hold. By gaining an understanding, all parties can begin to reach an amicable agreement and decide which interests need to be sacrificed and what concerns advantages or benefits need to be fostered for growth. Thirdly. When those involved gain a broader view of the situation, they are more likely to find common ground or understand where the other party is coming from. As at the conflict manager, you want to be the person who influences each party to use empathy with your decisions and understands the points of the other parties. This allows them to in essence, put themselves in the other person's shoes and understand the emotional connections that the other party may be experiencing. Another result of perspective, taking lens to improving relations with those involved as well as yourself. When you as a conflict manager can help others to see the point of view without discounting their own perspective. You gain respect. The individuals are more likely to be accepting of each other. There is also a greater chance that you will be able to find a middle ground to resolve the conflict they are having. It also should be noted that in many instances, when you are able to get both parties to use this technique, they have a greater chance of future conflicts being resolved before they are out of hand. Keep in mind, then it's some instances where both parties are strongly opposed. Perspective-taking could result in an increase to the disagreement or conflict. The best advice is to use perspective-taking as a tool when there are multiple conflicts, were issues included in one discussion. That way, you are able to give and take from each side perceptual shifting. As a conflict manager, one technique that is helpful is perceptual shifting. This is a technique where you shift your attention to assume the filters that others are using. In doing this, you assume an alternative perspective, allowing you to create a different mental map and have a greater understanding of the other person's viewpoint, which leads to increasing understanding in the following areas. Stepping away to distance your beliefs from the situation emotionally. Improving empathy, gaining insight into another's viewpoint. Triple positioning. The process of triple positioning. The process of triple positioning allows you to be able to adapt your representations so that you can change perspectives in any situation. True to its name. There are three different positions or perceptions, if you will. Number 1, first position, the self. Number 2, second position, the other. Number 3, third position, the observer. As you grow into your ability to manage conflict, you will find that the greater you are aware of perspective, the better you are at managing situations. Using the triple position, you are able to create self-awareness, learn from modelling, step back and evaluate experiences and improve Empathy. First position, self. First position is how you perceive things every day. It is your daily experience in any given event. In this position, you completely associate experiences and situations based on your own beliefs, experiences. Personal filters. These are your personal experiences and they are not clouded by anyone else's point of view. Think of this position as a person who was completely focused on an outcome, maybe an athlete, and they're only focused around the success they wanted their sport. They become totally absorbed in the task at hand. The more they are able to sense their body, the more they are aware of every little sensation. In situations where we have a strong first position, it is difficult to see or hear things from anyone else's perspective. While there are some instances where this position is useful when trying to resolve conflicts, it is much better to be able to see other perspectives. Second position, other, the second position is a shift from first. And the individual is able to assume the perception from another person's position. High-performing communicators like negotiators, therapist, and salespeople are very effective and using this technique, they are able to sense how their clients are reacting to situations and empathize with them. Taken an impressionist, for example, this person is an actor and they are excellent in the second position. The r given examples and can place themselves in the role winning character. They are excellent at assimilating to what they are portraying. Those who are skilled in this position, they can see and hear the world as if from another person's view, it is possible to overdo this position and then in turn, evaluate your own performance from someone else's view, or make decisions in ways that only please the other person. You will see this often in relationships that are co-dependent. Third position, observer. Observer position is where you take a step back and observe what is happening. You review others behaviors as if you were not in the picture. In the third position, you are outside of your own Being, listening and watching yourself and anyone else involved. One way to think of this is to picture yourself in a movie. You are in the theater watching everything happen. You simply are watching yourself. The others in the movie, that is your life or the current situation. This position is greatly useful when you are looking to de-escalate emotionally charged situations and be objective. This position is often used to reflect on experiences from the outside, and it allows you to evaluate and provide feedback to yourself. It is also useful to use disposition following it using the second position. Third then allows you to look objectively back at the entire experience. This is because the third position moves you from the eye to perspective and two and objective position. However, it is possible also over to use it the third position and become disconnected from your own experience and in turn, lack empathy, triple position, and managing conflict. Each of these positions has many uses and can help you to understand better where someone who's coming from when dealing with conflict. The majority of conflict occurs because of individuals being stuck in their own viewpoints, positions or perspectives, and are unable to view things from any other perspective. Since people get stuck in the first position, you will find they are unable to be objective and shift his second or third to gain a view of the bigger picture when dealing with conflict, you also have to be aware of the intention of both parties. Intention is a funny thing and often operates on a different level than simple disagreements. Understand that conflict is like a continual loop that propels itself. When a conflict exists with two individuals, it is not uncommon that one side will provoke the conflict with tone and body language. This is because the individualist stuck in the first position. And the deeper problem has not been resolved. At this point, the individual has three choices. They can continue the conflict, work to resolve it with the other person or self resolution. Those that choose self resolutions are using the subtlest option as they are changing their perception to resolve the conflict. Use this process with a thought that if they can resolve the conflict internally, the person can act differently and change the situation escalating or causing the conflict. As a person managing conflict, your ability to assess and determine the situation can be helpful in these situations. In many instances, the conflict will require a third party to come in and mediate the situation. When you, as the third party can use all these techniques, you will up your game and managing conflicts. Activity, understanding perceptual positioning. The following activity can help you to understand perceptual positioning better. Think of a situation where you are in a conflict or witnessed a conflict. Number 1, on the floor, make three circles, each representing the three positions. First, self, second, other. Third, observer. Number to step into the self circle. What was your experience? Visualize the situation and the other person. How are you feeling? What are your intentions? What is your feeling about the bigger picture? Step out of that circle and shake off those perceptions. Number three, then step into the other circle, visualize the situation from the other person's perspective. How do they see you? What do you look and sound like to the other person? How do your actions feel from this perspective? What is this person's intention? What is the bigger picture that forms their intention? Step out of that circle and shake off those perceptions. Number 4, next step and to the observer circle. Now visualize both sides at the same time. In disposition, you are the coach, the conflict manager. You are offering options for new behaviors. You are working to resolve the conflict. You are empathetic with each sides. Self perspective. Number 5. Now step back into the first circle and review the alternative that were suggested. Number 6, notice the changes once you have been in each perspective and how you can see things in a different light. How by sitting with each perspective, you can see their position. And the big picture. Number 7, assess how you feel now about the conflict and the ability to resolve it. As you grow in your skills, you will see being able to use this technique. You will find that you are better equipped to resolve conflicts as well. You will find that you are more empathic, two different perspectives. 6. Chapter 5 - Step 5: Developing Solutions: Chapter 5, step 5, developing solutions. One of the key things to make a successful conflict manager is the ability to solve the problem. As an employee, supervisor, or manager. The last thing you want to do is come to your boss with a situation and no solution. Simply calling yourself a problem-solver or conflict manager on your resume is not enough. You need to be able to quantify these in your daily activities. Quite honestly, Many that put these skills on the resume fail when faced with a task. There is a specific difference between saying you have a skill and you have mastered the process. Those skilled may have gained experiences in the situation. Whereas those who have mastered it can apply tools to that situation. They come up with creative solutions to tough problems that they may have never been exposed to before. Resolving a conflict can be difficult, especially if you have never seen this situation before. However, the more practice you have, the better you get at working through difficult situations, the stronger you become an a conflict manager and you will find yourself looking for ways to prevent or dissolved the conflicts. Intuitively. As you grow your skills, you will see that there are a few tricks that can help you kick start resolving issues. When you come to a situation, often you do not have a clear idea of the problem or how to fix it. This is where your problem-solving skills come to play. The following technique provides you simple steps is solved nearly any conflict and can also up your problem-solving skills. Define the problem. Step 1, define the problem. You need to ensure that you understand the conflict or the problem. You need to make sure that you are solving the correct problem. Often in situations where conflict exist, the problem is underlying and what is happening on the surface is not the actual problem. So simply asked herself this the problem or is it the result of something else? Listed the facts, what would happen if the situation was not resolved? What is the goal of resolving the problem? What do we need to resolve the problem? Analyze the problem. Step 2, analyzing the problem is one of the most difficult parts of the process. What caused the conflict or situation? Who was involved? What is involved? Who has a vested interest in this issue? Who needs to be informed? When did the situation occur? Where did the conflict arise? Why is this solution needed? When should this issue be resolved? What are the possibilities? The process of developing possibilities can be tricky. And you need to consider many different perspectives and all the necessary relevant information. This part is all focused on the house and looking at ways that you might find options for solutions. How could the conflict or situation be different? Is the information I've gathered relevant to the situation or conflict? How can I get more information? How can I involve all parties compromise a solution? In this step, we are looking to find a way that an amicable solution can be found. Know that in many situations, both parties will need to give on their feelings. Ultimately, you're looking to find the best solution for the individuals, but also for their organization. The solution could be something that can be ongoing and provide success going forward. Implementing in this step, you will implement the solution that the collective came up with or that you ask the conflict manager had to implement. The next chapter, we'll go into greater detail about the process of implementing the solution. Evaluate. The final thing that is essential in any situation is to evaluate the solution. Problems may arise and there may be a need for adjustments. The last thing you want to have is a similar issue to occur. Additionally, you want to be sure that there are no underlying issues that have not been addressed or still need to be addressed. These techniques are ones that can be applied to many situations and problems that require solving. Ultimately, it is up to you to use these techniques to strengthen your skills as a conflict manager. 7. Chapter 6 - Step 6: Implementing Action Plans: Chapter Six, Step 6, implementing action plans. One of the biggest mistakes that conflict managers make is they fail to ensure that the actual plan is implemented. They lay out the framework and describe the expectations. Yet they never follow through with ensuring that everything in the plan is implemented. This can lead to even greater conflicts and also less than the manager's credibility and respect the half and this person. In some instances, there is a need to implement a variation of a new plan into an existing procedure. As you are working through the resolution process, you should be forming partnerships with those involved in getting their buy-in and agreement. Writing a strong and thorough action plan is great. However, if you fail to implement it, then you essentially have wasted your time. Good action plans institute change methods and principles in a way in which they can be targeted to solve problems or managed conflicts. Think of an action plan as a roadmap or strategy that the individuals will follow to prevent future conflicts. The implementation process can involve many different metrics and parts. However, these are some of the basic elements to consider when implementing an action plan. Clear communication. Begin with explaining the baseline. The reason for the changes. Be upfront with the parties involved and share with them the analysis. Those involved need to know where the baseline is and what the expectations going forward are. You evaluate progress. As you implement the plan, you will want to have metrics in place to evaluate the progress. How will you know that the actions are taking place? How will you get the feedback on if the resolution is successful? These metrics are essential to ensure that the resolution is holding. Look for improvement. There is nothing wrong with assessing the situation and looking for ways of which the project can be improved. The plan is a vital part of the success, but nothing says that you cannot modify or make changes that are in the best interests of all parties involved. Ultimately, you want to ensure that the ideas and changes are in line with what each party is expecting. Action plans are a great way to help create these initiatives for resolutions. As you grow your skills and developing action plans, you will see yourself growing in the ability to manage conflict and the other areas of your leadership style. What is an action plan? Let's back up just a second and discuss what an action plan is. It is not a to-do list or a project. It is a plan of a specific task that will result in a specific outcome. Action Plan typically has clear and actionable steps that leave a little room for interpretation based on perception. Planning, the action plan, the process of developing a planet. Words for resolving conflict begins with ideas and compromise. Each party must be willing to give, as we have discussed before. In some situations, creating an action plan as helpful as it provides a non-biased set of task to ensure that the issue does not occur. Again, it is important to understand that the implementation of the action plan is as important as the creation of it. So where do you begin with an action plan? The following are the highlights of where you will start and progress through an action plan. Clearly state the issues. The first part of the action plan is clearly stating the issues. Use the five whys technique. This is a process of asking why. It sounds very simple, yet it requires serious thought at the same time, you begin by asking why the conflict occurred. Then specifically, look for answers that are facts not emotionally based. Then follow up those fact-based questions with another y and another until you have reached the fifth y. If the issue is not clear, then the solution may not address where the root cause of the problem is. Use a broad outlines as you define your action plan. You should also include the five W's Approach. This is the who, what, when, where, and why. As you are developing your action plan, these individuals and situations can be important to a success. When there is a clear identity to a solution, it is more likely to succeed. Put it in context, give the action plan meeting in order for the parties involved in the conflict to buy into the plan, it needs to have meaning. You can use the five whys again to clarify what this meaning is and how it will affect each party. Humans are involved behind every action plan. There are people that are involved, and this means that you are at the mercy of their humanity. Think the process like this. Someone experiences the conflict or situation. Someone is responsible for resolving the situation or conflict. Others must adhere to new guidelines because of the conflict. When you bring together all those affected and they are able to have a better understanding of the reason for the plan. You are much more likely to get buy-in as well. When you bring in those directly involved and they collaborate to find a solution, the more often are best at and making sure the solution works. This whole process can seem to take a long time. However, it brings the team closer together and can foster engagement between those who are struggling to get along and work together. Just right. A major issue with many action plans. A major issue with many action plans. Is there a way to many task or way too few tasks for it to be successful. The idea here is to find a happy medium where you can ensure that the conflict will not occur. Again, look to focus on specific deliverables assigned to each party member. To ensure you are right on track, you need to find a tool to track your deliverables. And these can be deadlines, collaborations, or any number of things. The essential thing here is there needs to be a way to validate the situation as you design or define the task, try always beginning with a verb. Verbs equal actions. Tracking. Communication is the most important tool that any conflict manager can have in their toolbox. One thing that is essential to consider as you implement the plan is communication with all involved. The process of communicating the action plan helps to encourage the group buy-in. It helps those not directly involved with a plan to see that you are an active member of the team and there to provide support from a non-biased point of view. As a conflict manager, you should ensure that the actionable items are implemented. You as well should be prepared. Should the solution derail. You may want to track the progress daily, weekly, monthly, quarterly, we're even yearly. Choose a time to track the progress. And depending on the conflict, will often determine the level of need for checking in and tracking progress. Ultimately, you're looking to give each party the best chance at successfully resolving the conflict. You do not want the plan to interfere with their normal work activities unless there was a change to that activity that caused the issue in the first place. The check-in should be quick and simple. You want to focus on each person and what their current pain points. Remember, as you are tracking the progress, you can also be looking for ways to improve the situation. What you thought may have been the perfect solution on paper when you implement it may not have been as ideal. 8. Chapter 7 - Step 7: Following Up After the Conflict: Chapter Seven, Step seven, following up after the conflict. One way to ensure the success of your resolution is to follow up. Specifically have someone outside of the situation. Follow-up. Conflict managers who follow up on situations have a much higher success rate. And this is because they put accountability into the equation. If someone is following up, both parties know that they need to accomplish their goals and hold up their end of the agreements. After we follow up, after resolution has been agreed upon, we are looking to encourage the success of the solution. It is not that as the conflict manager wants, you take responsibility for actually implementing the situation, but that they want to keep things on track through the use of following up, you are creating a form that regardless of the side of the disagreement or conflict, both parties can share and explain their perspective. For many, they see follow-up at this simple courtesy, something that is not necessary, but at the same time is a good idea. The more you change your thinking on this, the quicker you will see the results in reducing the number of conflicts you have to resolve. You will find that you are catching issues before they explode into full conflicts. This is because you are making yourself open and available to those who might be struggling in a situation. Why follow up? When you follow up with a situation, it shows not only those involved, but the team that you care about. The individuals directly involved, getting a sense that you have a desire for them to succeed and have the best working environment they can. It also allows you to get in touch with your realism. It is hard to change habits. This is why they become habits. Over time. We have become dysfunctional when it comes to communicating and relating to others. When you are asking two parties to change their feelings or opinions or collaborate, you are asking for behavior change. It is easy to say you are going to change, but it is an entirely different thing to follow through. Follow up also signals that there is an opportunity to make adjustments to the solution or fine tune the new process. As you live in an experience, you may realize that there are pain points that you did not realize previously. Through this process, you may be able to prevent additional conflicts before they arise. The entire focus on following up is to learn, assess, and adjust as needed. It is not about placing blame or fault. It is about continuous growth. The follow-up process. Preferences for when to follow up will vary from person to person and situation to situation. Situations where behavior was requested to be changed, you need to give the person time to adjust and become accustomed to the new behavior. Typically, it is suggested for behavioral issues to follow up 15 to 30 days after the resolution is implemented. There are many ways in which you can follow up sometimes, and it is a phone call or a meeting, deciding the best way will be completely up to you and the situation. The goal of follow-up is to establish a connection or a poor by actively listening to what the individuals are saying that they were involved in the conflict. The goal of follow-up is to establish a connection or rapport by actively listening to what the individuals are saying that they were involved in the conflict. It is also important to be mindful of individual current emotional state. If they are feeling anxious or frustrated, you need to find a way to East. There's tension. Once they are more relaxed, you can begin to discuss what you are falling up with. The key here is you are not just going to jump into the conversation. You want to foster the relationship through conversation, then move it to discuss the other topics. If you are able to get the person to feel more comfortable, they are more likely to be honest with you about the situation and really open up to the success of the plant. One important thing to remind them is that they are in a safe and confidential environment and you are there to support and help all parties involved to do this. Ask open-ended questions like, what has been going well with the agreement? What do you feel you could have done differently after reaching the agreement? In what ways do you feel the other party has improved since the agreement? Which aspects of the agreement are causing issues? What do you think the frustration, disappointment, or anxiety is coming from, or any aspect of the agreement working well. Explaining when you have done differently since the incident, do you see the other party do anything different? Are there aspects of the agreement causing frustration, disappointment, we're anxiety. You can also sprinkle in a few close ended questions, like, are you following the agreement? Have you been acting with an open mind? When did you last look at the agreement? Do you have your copy of the agreement accessible? In instances where you follow up in a shared environment, it is always good to allow each person to give their perspectives. Look at what situation has been challenging. Then from the information that they share. You can, as a collective, make changes to the process or procedures. Since they have had time to live with the new adjustments, it is important that they do not forget where they came from. This is also a great time to assess how they might have reacted differently in the same situation, should it occur now with a new individual? What would they change in their reactions? Leading the follow-up meeting? Let's take a closer look at the follow-up meeting more specifically, after any conflict. The follow-up is essentially a process to readdress the issue and discuss if there are any new pain points. There are also an opportunity to address and work through issues that have occurred as a result of the agreement. Not all situations will require you to have a formal meeting as part of the follow-up. In many instances, the follow-up can be done on the fly as you are interacting with different employees or team members. However, in some situations, it does merit getting both parties together. In this instance, it is important to schedule the meeting and ensure that there are no other priorities that either party may miss out on because of the meeting, regardless of who was attending the meeting or when it is occurring, the goal is the same. The goal is to reduce or eliminate negative conflict within the environment as well. It is a time to give each party to share how they are feeling and what they think could improve the opportunity and prevent future conflicts. Setting up the follow-up meeting. Before you schedule a follow-up meeting, be sure that you are giving enough time between the meeting and the agreement. You want to allow both parties time to live with the agreement. Nevertheless, keep in mind, it is human to assume things will not work and give up quickly. It is your job to encourage them to keep trying and then work to develop a plan, should think not get better. When you need to schedule a formal meeting, be sure to communicate these following things. Clarify if the meeting is voluntary or mandatory. Be clear that follow-up is not a punishment, but rather an opportunity to assess the success of the plan. If there is an action plan, bring that with your team. This will act as the agenda for the meeting. Allow each party to make a note of things that are working or things that need to improve as well. Encourage them to come ready with a new solution and be open-minded, be available to them and eager to provide support as they need it. Remind both parties that you are paying attention to and you plan to follow up and through on their action plans. Holding the follow-up meeting. Understand that this meeting is different from the original mediation. There should be significantly less amount of stress or tension that participants have already experienced the process and see the value. They should understand that things do not always go exactly as planned. So we are here to re-evaluate and find out the success of the plan. Additionally, there should be more common ground to find after both parties had been on the plan for a given amount of time, the meeting should run in some similar version of this. Number 1. Welcome both parties to the meeting and use a more abbreviated opening statement than in the formal meeting number to discuss the things that are working for both parties. Number 3, create the agenda together with both parties. Begin with the action plan from the previous mediation. Ask if anything new needs included in the agenda. Number 4, allow the agenda to be the roadmap for the remaining conversation. Be sure to allow both parties time to talk and redirect more dominant party from speaking over or adding on to the other part is experiences or feelings. Number 5, discuss of each party is getting what they expected following the previous resolution. Number six, be mindful of body language and tone. This will let you know when to redirect the conversation. Number 7 scheduled the next follow up with the updated action plan. 9. BONUS: Conflict Flow Outline: Bonus, conflict of flow outline. The following outline will help you to manage conflicts and set specific guidelines that throughout the process, rules before you begin to address the parties having a conflict, be sure that you obtain agreement from all the involved, that they will follow these rules. Number one, you agree to work at resolving the conflict. Number 2, you agree to be respectful to each other throughout their process. And after that, number 3, you agree to be truthful and clear about the situation and the core reason you fill it changes needed. Number 4, you agree to listen and be open to the other person's perspective or view. Number five, willing to be responsible for your own behaviors. Number six, you are willing to find a middle ground or compromise. Process. Number 1, arrange for both parties to confront a problem at a specific time. A. This should occur after both parties have had the opportunity to cool down after the initial conflict, be hold the meeting and a neutral location for everyone involved. Number to begin by having one party described the conflict and clear terms including feelings, behavior, and what they feel needs to change, then have the other party do the same. A encouraged parties to focus on their perspective and use AI not you were focused on the behaviors and issues. The person directly. Number three, asks the parties to restate with the first-party said. Number 4, provide your summary of what the conflict is and what you have heard from both of the parties. Clarify that the both are in agreement with your summary. Number 5. Discuss with the parties what possible solutions may be to the problem. A. Specificly ask each party to offer a suggestion for a solution to the problem. B, take notes of all possible options that the two parties offer. C, discuss each as an option in a positive way. D, rule out any options that are non-negotiable for either party. Number 6, present the summary of all possible solutions as opsins. Number 7, assign each party to consider each option and report back to you the following day. Number 8. Good. Each member to agree to come back the following day with her decisions. Number 9, close meetings by having parties shake hands, apologize, and thank each of them for working to resolve the conflict. 10. Conclusion - How to Manage Conflicts: Conclusion, no matter the size of an organization or business that employs people, there are bound to be situations where conflict occurs. There are many causes for conflict, and there are many circumstances and variables to consider. Causes can include everything from diversity, competition, and limited resources. These variables are simple ones that change and it is important to be able to manage conflicts that occur because of them. It is essential to manage conflict because it can have costly legal consequences when individuals decide to seek legal action. It also is important because negative conflict can be toxic in terms of satisfaction, turnover, and productivity to your employees or team. In instances where conflict is managed correctly, it can actually become a catalyst for innovation, creativity, and organizational learning. There can be so many benefits from positive conflict. The ability to shift conflict into a strategic advantage is something that companies are looking for. They're looking for creative ways to take fear and negativity out of there working environments. More often than not, however, conflict is a symptom of a problem that is under the surface. It could be a bad communication, poor leadership, disconnected culture, or many other things. This is when the organization looks to a conflict managers to find the underlying issues immediate his solution to the situation. The causes of the conflict can be addressed through the use of action plans and other ways. The key here is to remain respectful and find a way to get each party to improve their understanding of the role that perspective plays and the situation. The biggest reason for the negative conflict in most instances, as people, the interpersonal relationships that happen cannot always click. There are going to be instances where different people from different cultures, management styles and experiences see situations in very different ways. They will always react in different ways based on these experiences. Some may blow up, and others will silently hold it in and their productivity will decrease. The way individuals interact and the decisions that they make play roles in conflicts and the resolution. As you increase our knowledge and understand the differences in people, you are gaining valuable knowledge to help you deal with a different conflicts that will come to you over time. The steps, skills, techniques within this guide have armed you with a vast toolbox to begin managing conflicts. It will be you that chooses what is next. How will you improve your communications? How with your focus on the perspectives of others rather than the self. What soft skills do you need to improve upon before you mediate your next conflict? The guide is in your hands. What you choose to do with it will determine your steps and success as a conflict manager. One last piece of advice always continues to learn as you grow as a person and indifferent experiences, it makes you more capable of understanding the perspectives of different people in different situations.