Some general signs of destructive conflict

Conflict communication tool quick-list

Recommended reading & resources

Some General Signs of Destructive Conflict

Though you may not see or hear all of these signs in your organization, you may notice some of these symptoms.

• People begin to avoid one another or become less cooperative.
• Rumors and gossip become more frequent or exclusive.
• Phone calls, memos and e-mail don't get returned.
• The content of memos, telephone calls and meetings changes.
• Humor disappears between groups or individuals.
• Tension or outright hostility increases.
• Sick leave, absenteeism increase.
• Apathy increases, productivity slows.
• Individual or group begins undermining or sabotaging decision-maker or that which is associated with decision-maker.
• Claims or lawsuits get filed against individuals or organizations.
• Outside channels, such as the media, are used to air grievances.
• Boycotts, strikes, demonstrations are planned, and escalate to gain negative media coverage.

Conflict communication tools quick-list

By borrowing principles from conflict resolution, a communicator can enhance both organizational and interpersonal communication efforts:

• Be aware of your own cultural perspectives, values and beliefs.
• Identify and involve major stakeholders - people representing each group affected by the initiative or issue you're communicating about.
• Hold one-on-one or very small group discussions early to "vent" hostilities.
• Make sure that everyone knows why meetings have been called.
• Use a neutral facilitator if possible, and make sure facilitator's role is understood.
• Set ground rules that create an "attack-free" safe haven for dialogue.
• Listen carefully, and don't be defensive.
• Focus on the problem or issue, not the person or persons involved.
• Use non-judgmental, non-inflammatory language like "I perceive..." or "it seems to me..."
• Reiterate that personal attacks and blame aren't constructive.
• Use flip charts or boards to create a visible record of conversation.
• Identify and reiterate common ground and common goals; focus on areas of agreement.
• Promote dialogue, not monologue; don't let one person dominate the discussion.
• Try to reach a consensus, even if the group simply reviews points of agreement.
• Recap each discussion with a summary of the meeting and future action.
• Because messages need to be repeated and people process information in different ways, supplement face-to-face communication with a variety of supportive communication tools, such as fact sheets, newsletters, videos or e-mail.

The best way to encourage constructive dialogue instead of destructive conflict is to work with your change leaders and communication team to plan and implement a sound communication program.

This information provides food-for-thought, not customized counsel. Your needs are unique, so the most effective leadership and communication plans are those that have been tailored to meet your unique needs and organizational culture.

Recommended Reading & Resources:

A Systems Approach to Small Group Interaction; Stewart L. Tubbs; ©1992; McGraw-Hill

Discovering Common Ground; Marvin R. Weisbord; ©1992; Berrett-Koehler Publishing

Getting to Yes: Negotiating Agreement Without Giving In; Roger Fisher and William Ury; ©1980; Penguin Books

Getting Together: Building Relationships as we Negotiate; Roger Fisher and Scott Brown; ©1988 Penguin Books

How to Make Meetings Work; Michael Doyle and David Straus; ©1976; Jove Books

Successful Team Building; Thomas L. Quick; ©1992; American Management Association (A WorkSmart Book)

International Society of Professionals in Dispute Resolution, Washington, D.C.

National Association for Mediation in Education, Amherst, Massachusetts

National Institute for Dispute Resolution, Washington, D.C.

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