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Effective problem solving is part of everyday life, whether at home or work. While the complexity of problems may increase as you rise in management or leadership positions, everyone in the workforce makes decisions on a daily basis.

Problem Solving

Here are some basic guidelines for solving problems:

• First identify the issue. If you are working as part of a group, keep in mind that there may be some differences of opinion about the problem. It is important to take the time to actively listen to individuals to ensure that the solution takes into account all opinions voiced.
• If you are trying to solve a problem alone, carefully consider all possible options based on experience. If you are struggling to come up with a solution to a particularly challenging problem or something you are lacking in experience with, reach out to someone for assistance.
• Look for solutions to the problem. Explore a variety of solutions and the strengths and weaknesses of each. Be cautious not to overcomplicate the solution, this can generate more problems, particularly in execution.
• Determine how the decision will be made. Will it be made by consensus? By majority rule? Or by submitting a recommendation to superiors for review and a decision?
• Determine how the solution will be put in place and monitored. Depending on the breadth of the problem, it could be quickly implemented or need a gradual introduction with multiple steps. It is also important to put in place a system that lets you monitor the solution for effectiveness. For example, if your team has experienced some difficult, you might want to build in an agenda item to the end of your weekly meeting to address any issues that might have come up during the week. If the issue is one-on-one, you and your colleague may want to meet occasionally during lunch or break to go over any issues that may have arisen and to resolve them. The more comfortable you become with one another in solving problems to your mutual satisfaction, the easier they will be able to resolve over time.

Conflict Resolution

Conflicts are a natural part of life. We all have different values and beliefs that can shape our perceptions of the world, and these differences can often lead to misunderstandings and conflict. Conflict that is handled inappropriately can be detrimental to an individual’s health and can lead to increased stress. It can also have an effect on the daily functioning of an office and, if left unchecked, can even lead to a toxic work environment.

Conflicts largely fit into three main categories:

• conflicts based on resources, procedures, and practices
• conflicts that are personal or based on relationships
• conflicts of interest

In large companies, the procedures for handling conflict are usually clearly documented in policies and procedures—from informal to formal complaint processes that may include mediation or arbitration. In small companies that have only a few workers, the steps for dealing with conflict may be less established, but the same skill sets apply.

Conflict resolution does not mean picking a winner and determining who is right and who is wrong. Instead, it should mean looking at a situation, gaining a better understanding of the different positions, and addressing the problem. You can learn the skills to deal with conflict in a constructive manner that enhances your decision making and contributes to effective working relationships.

Constructive conflict resolution is an opportunity for change, growth, and understanding. The most important quality in resolving a conflict is to avoid making judgments about other people and their statements. Instead, you need to be curious about different points of view.

For example, instead of thinking, “What a fool. How can they expect anyone to buy into this idea?” a constructive person thinks, “I wonder what they have in mind?”  When you make the shift from judgment to curiosity, following through with the appropriate question, others are not likely to feel defensive. They may be flattered that you are interested in their ideas. When people do not feel defensive, they are more likely to consider new ideas and cooperate.

Conflict resolution process

The steps in effective conflict resolution are as follows:

1. Acknowledge that there is a conflict that needs to be resolved. Since each human being is different, interpretations of when there is a conflict can differ significantly. Being able to clearly articulate what the conflict is, is part of being able to discuss and resolve it.
2. Create a neutral environment in which to discuss the issue. Choose a time and place that is convenient for both parties where there is minimal disruption. Make sure that both parties are in the right state of mind to participate in the discussion. When either or both parties are very upset or angry, it is best to wait until they have time to get control of their emotions. If this is not feasible, then it is important to acknowledge the other party’s feelings. This does not mean you have to agree with them.
3. Set ground rules for your discussion. Agree to work together to find a solution to the problem. Agree to allow each other the opportunity to state their feelings free of interruption. The person speaking should avoid being confrontational, abusive, or inflammatory. Instead of accusing the other person, information should be expressed in terms of personal feelings. For example, instead of “you did this,” say “I felt this.” The person listening should focus on trying to understand what the other person is saying and not on their own feelings or rebuttal. Once a speaker is finished, take the opportunity to ask questions that may help resolve the question. Both parties should be mindful of body language and tone of voice.
4. Stay focused on individual and shared needs. Find out what each person hopes to resolve from the situation and make this the basis of discussion. It is easy to go into other issues if you are uncertain of what your goals are.
5. Don’t make it personal. Identify your own unconscious biases and feelings before you enter into the conflict resolution process.  If you have a good idea of the emotion you are feeling, you will enter the resolution more aware of what is fueling your reaction to the conflict. Keep any preconceptions about the other person out of it, never make decisions based on assumptions.
6. Use good communication techniques. Model effective listening skills by making good eye contact, nodding and echoing back what the other person has said.  Communicate assertively, be direct, calm and honest about the situation.
7. Keep your safety in mind. If for any reason things escalate or you feel unsafe, walk away and find someone you trust to assist you with resolution.  It is also important to recognize if you feel that there may be a risk of escalation, choose a place to discuss the conflict that is easy to leave from, an open area or somewhere with multiple exits.
8. Stay positive. Look at the resolution of this conflict as an opportunity to learn new skills. Focusing on the negative is counterproductive.
9. Take a moment to consider what the other person has said and what you may not have considered before responding.  This prevents a reactive response which can be emotional.
10. Make sure you have all the facts. A significant amount of conflict stems from miscommunication.  If you feel as though you need more clarification or you do not understand something the other person has said, ask them to clarify.  Be prepared to also clarify anything you have said to ensure there is no confusion.
11. Generate options. Depending on the type of conflict and the individuals brought in to help resolve the conflict, the options may vary significantly. Brainstorm and think of ways the issue can be resolved. Be respectful of other people’s ideas and enjoy the process.
12. Set goals and develop an action plan. Depending on the issues being discussed, you may be able to immediately agree on one item that can be resolved, or you may identify several goals with a long-term action plan that may involve other participants. Resolution may require additional meetings and discussions between the individuals involved in the conflict.
13. Make a mutual benefit agreement. Both (or all) parties need to agree to a decision that they can accept; that is, a “win-win” situation rather than a compromise that neither party is happy with.
14. End on good terms. This is essential for you to be able to work collaboratively again in the future and resolve any other conflicts that may arise.

Sometimes conflict cannot be resolved through a mutual benefit agreement, perhaps because either one or both of the parties can’t agree. In this case, there are two options. The first is to agree to live with the conflict or “agree to disagree.” This may work for minor conflicts, but if the problem is ongoing, it can grow in size and affect other employees and job productivity if it isn’t resolved.  This can lead to a toxic work environment, low morale and financial implications for the employer.

The second option is involving a mediator. This individual may be a supervisor (or supervisors if the parties are from two different departments), human resources staff member, and/or union representative.

Now complete the Learning Task Self-Test.

Self-Test

Media Attributions

• “Line B-2: Learning Task 6” was generated using NaturalReader Commercial by BCcampus and is licensed under a CC BY 4.0 licence.
• “Tick” icon by Lars Meiertoberens is licensed under a CC BY 3.0 licence.