When negative conflict does occur there are five accepted methods forhandling it: Direct Approach, Bargaining, Enforcement, Retreat, andDe-emphasis (Nelson, 1995). Each can be used effectively in differentcircumstances.
1. Direct Approach: This may be the best approach of all. It concentrateson the leader confronting the issue head-on. Though conflict isuncomfortable to deal with, it is best to look at issues objectivelyand to face them as they are. If criticism is used, it must beconstructive to the recipients. This approach counts on the techniquesof problem-solving and normally leaves everyone with a sense ofresolution, because issues are brought to the surface and dealt with.
2. Bargaining: This is an excellent technique when both parties haveideas on a solution yet cannot find common ground. Often a thirdparty, such as a team leader, is needed to help find the compromise.Compromise involves give and take on both sides, however, and usuallyends up with both walking away equally dissatisfied.
3. Enforcement of Team Rules: Avoid using this method if possible, it canbring about hard feelings toward the leader and the team. Thistechnique is only used when it is obvious that a member does not wantto be a team player and refuses to work with the rest. If enforcementhas to be used on an individual, it may be best for that person tofind another team.
4. Retreat: Only use this method when the problem isn't real to beginwith. By simply avoiding it or working around it, a leader can oftendelay long enough for the individual to cool off. When used in theright environment by an experienced leader this technique can help toprevent minor incidents that are the result of someone having a badday from becoming real problems that should never have occurred.
5. De-emphasis: This is a form of bargaining where the emphasis is on theareas of agreement. When parties realize that there are areas wherethey are in agreement, they can often begin to move in a newdirection.
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