PROMOTING CONFLICT MANAGEMENT COMPETENCIES WITHIN INFORMAL STRUCTURES AND INFORMAL NETWORKS

PROMOTING CONFLICT MANAGEMENT COMPETENCIES WITHIN INFORMAL

STRUCTURES AND INFORMAL NETWORKS

Chapter 1: Introduction

Introduction

Conflict occurs at many levels within organizations and businesses resulting in a host of

differing scenarios uncovering disconnects in systems, process gaps, and ineffective

communication (Lipsky, Seeber, & Fincher, 2003). Commonly the notion that conflict is

connected to adverse, undesirable, or even harmful experiences in organizations is a belief

frequently agreed upon ; however, conflict is necessary for organizational and team effectiveness

(Clercq, Thongpapanl, & Dimov, 2009; Gladstein, 1984; Meluch & Walter, 2012; Salas, Shuffer,

Thayer, Bedwell, & Lazzara, 2015; Wilmot & Hocker, 2011). A typical response when dealing

with conflict is to avoid, the incident, individual, or the issue connected to the dispute (Bullis,

1983; Wilmot & Hocker, 2011). Not dealing with or avoiding conflict gives way to people or

organizations to forego prospective opportunities to resolve recurring patterns or behaviors

which promote discord (Folger, Bush, Delia, Association for Conflict Resolution, & Institute for

the Study of Conflict Transformation, 2010; Lipsky et al., 2003). Consequently, such responses

towards conflict impact workforce productivity and employee motivation within organizations

(CPP, 2008; Jehn, 1997; Jehn, Greer, Levine, & Szulanski, 2005; Robbins & Judge, 2015).

CPP, Inc. is a firm that consults with organizations internationally and offers a range of

personality assessments and tools to improve workplace performance. A survey administered by

CPP, Inc. determined that 85% of employees who participated in the study had experienced some

level of conflict at work. Additionally, the survey revealed that U.S. workers averaged

approximately 2.8 hours a week managing conflict. The amount of money organizations lost

associated to the time spent dealing with conflict was estimated to be 359 billion based on hours

paid (CPP, 2008).

Furthermore, workplace conflict has been noted to alter organizational effectiveness and

culture (Di Pietro & Virgilio, 2013). Literature on conflict, conflict styles, and strategies

developed to manage conflict in the modern workplace is extensive (Di Pietro & Virgilio, 2013;

Jehn, Rispens, & Thatcher, 2010; Lee & Yu, 2004). However, additional research in

understanding the link between promoting conflict management competencies to reduce conflict

and enhance organizational success is needed. Organizational structures, the role of technology,

and cross-functional and self-managed teams have transformed how employees interact and

communicate in the workplace (Bergiel, Gainey, & Bergiel, 2015; Lederach, Neufeldt, &

Culbertson, 2007; Meluch & Walter, 2012; Robbins & Judge, 2015; Wellins, Byham, & Wilson,

1991). An organization’s approach to manage conflict rely on these specific aspects of

organizational design.

Organizations and Conflict

Structure. As organizational structures become increasingly leaner, the levels of

management have flattened (Kotter, 2014; Krackhardt & Hanson, 1993). Structural and

environmental characteristics have added to the complexity of conflict in businesses (Solaja,

Idowu, & James, 2016). Robbins and Judge (2015) propose that organizational structure is

command, span of control, centralization and decentralization, and formalization” (p.

432). These pillars delineate how work tasks are categorized and allocated (Robbins & Judge,

2015). Structural conflict is generated by the grouping of relationships and power distribution in

systems (Bau, 2016; Lederach et al., 2007). Tiers of hierarchy, bureaucracy, ineffective

communication flows the pace of organizational change, and sheer size of corporations attribute

to the layers of conflict created in work settings (Dahlin, Weingart, & Hinds, 2005; Di Pietro &

Di Virgilio, 2013; Kotter, 2012; Robbins & Judge, 2015).

Restructuring of an organization can also attribute to conflict in the workplace. During

organizational realignments executive leadership focuses on the formal layout of the enterprise to

repurpose the entity’s structure to meet changes and demands of the organization (Krackhardt &

Hanson, 1993). Despite the emphasis on redesigning the formal structure, social connections

devised of informal networks receive less attention (Krackhardt & Hanson, 1993; Toni &

Nonino, 2010). Typically, social structures constitute the informal relationships of the

organization that have developed across teams and departments (Barreta, 2008). Often these

informal networks come together to accomplish assignments and objectives, having a stabilizing

effect during organizational transitions (Cross, Borgatti, & Parker, 2002; Cross & Parker, 2004;

Krackhardt & Hanson, 1993; Morton, Brookes, Smart, Backhouse, & Burns, 2004).

Advantages of work groups and teams is through advancing problem-solving skills

(Bergiel et al., 2015; Simons & Peterson, 2000). The collective knowledge and resources within

an informal network can speed up the time to discover a plausible solution emphasizing

emotional intelligence and team learning to garner a decision (Clarke, 2010; Tam, 2010; Wenger-

Trayner & Wenger-Trayner, 2015). Although the benefits of group interactions can be beneficial

in bringing about resolve to issues within an organization there are disadvantages as well

(Barreta, 2008). Stalemates, opposition, and roadblocks can transpire through informal networks

(Krackhardt & Hanson, 1993).

Team structure. The traditional militaristic top-down hierarchy has shifted to more of a

cross-functional and matrix structure that centers on project and task related work (Branden,

2011; Robbins & Judge, 2015). This environment has created the formation of teams that are

self-managed versus manager-led (Barreta, 2008; Erez, LePine, & Elms, 2002; Mayer, Davis, &

Schoorman, 1995; Wellins et al., 1991). Studies on self-managed teams have shown that overall

effectiveness is not concurrent with such work teams (Robbins & Judge, 2015). Team

performance decreases and conflict arises that is managed unsuccessfully (Langfred, 2007). To

counter these negative aspects of self-managed teams, group members need to feel empowered to

speak up freely in a safe and open environment (Bradley, Postlethwaite, Klotz, Hamdani, &

Brown, 2012).

The interactions between managers and their teams have also changed through

technology. Administrative tasks and relaying messages to employees have drastically shifted

through the use of software and online communication methods (Branden, 2011; Krackhardt &

Hanson, 1993). As the role of the manager has been redefined in leaner work settings, teams and

groups rely less on direct supervision from their leader and have become more self-directed

(Branden, 2011; Mayer et al., 1995; Wellins et al., 1991). This has increased the need for trust,

communication, and interpersonal interactions to occur within groups to complete tasks and

perform as a team effectively (Hartman & McCambridge, 2011; Mayer et al., 1995; Salas et al.,

2015).

Technology. As corporations scale or function as a multinational organization the use and

dependency of technology has become more apparent (Mao & Hale, 2015). Thus altering work

environments and the interactions amongst team members (Rule & Sen,

2015). Organizations have implemented technological innovations that have allowed individuals

and teams to work together who are in different locations and time zones (Rule & Sen, 2015).

Groups are capable of working and collaborating with each other online, forming virtual

environments (Leonard, 2011). Technology has also generated flexible settings supporting the

possibility for individuals to perform jobs and tasks remotely (Meluch & Walter,

2012). Resulting in employees having the capability to work off-site or not in an office location;

consequently forming virtual teams (Robbins & Judge, 2015). In essence, expanding informal

networks and structures in organizations so individuals do not need to be in the same physical

space or reporting hierarchy (Branden, 2011). De Dreu states that conflict management

strategies are vital for the effectiveness of virtual teams since intragroup conflict is more likely to

occur due to various factors (De Dreu, Evers, Beersma, Kluwer, & Nauta, 2001; Hinds & Bailey,

2003; Martinez-Moreno, Zornoza, Orengo, & Thomposon, 2015). Limitations that may occur

within virtual teams include expressing verbal and nonverbal communications, and weakened

social interactions that can cause a delay in recognizing conflict (Draft & Lengel, 1986; Griffith,

Mannix, & Neale 2003; Martinez-Moreno et al., 2015; Robbins & Judge, 2015; Short, Williams,

& Christie, 1976).

Systems, software, and electronic messaging have streamlined communication channels

and removed the traditional chain of command and corresponding information flow (Krackhardt

& Hanson, 1993; Meluch & Walter, 2012). Knowledge is shared more freely through various

conventional modes of communication such as FTF (face-to-face) communications, while CMC

(computer-mediated-communication) takes place via textual interactions like emails, texting, and

social media forums (Branden, 2011; Martinez-Moreno et al., 2015; Meluch & Walter, 2012).

The introduction of CMCs has altered how individuals communicate and interact with each other,

and in turn how persons interpret and engage in conflict.

Conflict Management in Organizations

Prior research has suggested that there is a connection with an organization's culture and

environment and how conflict is managed (Friedman, Tidd, Curall, & Tsai, 2000; Jameson,

Bodtker, Porch, & Jordan, 2009; Poitras & Le Tareau, 2008). With that in mind, leaders of

organizations have invested to develop conflict management programs and trainings to alleviate

costs associated with litigation, employee turnover, and low morale (Furlough, 2005; Lipsky et

al., 2003; Spector & Jex, 1998; Veasey & Brown, 2015). In addition to providing basic conflict

management education, companies have taken the initiative to develop internal Alternative

Dispute Resolution (ADR) processes and methods to manage conflict using mediation,

arbitration, and negotiation (Lipsky et al., 2003; Pincock & Hedeen, 2016).

While having a structure in place to address conflict is essential to handle disputes within

an organization, the need for individuals and teams to proactively manage conflict should be

leveraged and considered a viable option. Relying on effective communication, self-awareness,

and emotional management to recognize and prevent potential conflict from escalating enhances

employee and team performance (Clarke, 2010; Riggio, Riggio, Salinas, & Cole, 2003; Robbins

& Judge, 2015). The idea of conflict transformation is highlighted when emotions in conflict are

attended to versus solely seeking resolution between the disputants (Bodtker & Jameson, 2001;

Jameson et al., 2009). Secondly, utilizing an informal network of peers, mentors, and coaches

fosters the development of conflict management competencies and supports workable solutions

that can be acted upon (Salas et al., 2015; Wenger-Trayner & Wenger-Trayner, 2015).

The dynamics of conflict has been researched in various fields such as psychology,

sociology, and communications (Folger et al., 2010). In these areas of study, human behavior

was a focal point related to intrapersonal, interpersonal, and organizational conflicts (Di Pietro &

Virgilio, 2013; Donais, 2006). Based on corresponding inquiry, researchers have theorized and

modeled key drivers that cause conflict which include information, relationships, structure,

interests, and values (Furlough, 2005). Many workplace disputes can be categorized in one of

the five areas previously indicated. Quite often, a dispute can be aligned with more than one

driver which contributes to the intricacy of the conflict and at times requiring a more nuanced

approached to find practical solutions.

In instances which conflicts need a more evolved process to come to a solution, the

knowledge capital of an informal network or social system can prove invaluable (Krackhardt &

Hanson, 1993; Wenger-Trayner & Wenger-Trayner, 2015). This network will be a point of

reference in situations that require more insight, guidance, or direction (Kotter, 2014). Having an

environment that focuses on relationship building and cooperativeness aids in conflict

prevention, but also can be a mechanism that yields a culture which adopts conflict management

strategies as a sustainable competency (Di Pietro & Virgilio, 2013; Salas et al., 2015).

Learning in Organizations

Complex organizations have formed teams to manage assignments that have become

increasingly challenging within the structure (Mathieu, Heffner, Goodwin, Salas, &

CannonBowers, 2000). The ability to anticipate the needs of team members and respond

effectively is commonly found in high performing teams (Mohammed, Ferzandi, & Hamilton,

2010). This concept has been labeled as a team’s shared mental model, or SMM (Bergiel et al.,

2015). Being adept in sharing knowledge and information within teams has proven to be an

obstacle in organizations. Not sharing a similar SMM can cause conflict within a team,

negatively impacting team coordination, understanding, and communication (Jehn, 1997). This

is relevant to the extent of conflict experienced in the team, as well as the perceptions of conflict

(Jehn et al., 2010).

Social learning approaches have been implemented to handle the change in knowledge

and competency needs in organizations. Stakeholders have a “greater reliance on team, project,

and informal network” (Clarke, 2010, p. 125) groupings to promote the learning and

development for an organization’s workforce (Gray, 2001; Marsick & Watkins,

1997). Participating in formal and informal communities has lent to the notion that situated

learning is central to learning in the workplace (Lave & Wenger, 1991). Learning in

organizations takes place in a social environment that centers on relational processes and activity

(Clarke, 2010). To enable teams to be productive and efficient the capacity to learn in a social

setting in an interconnected unit is paramount (Chan, Lim, & Keasberry, 2003; Jonassen & Land,

2012; Van Hootegem, Benders, Delarue, & Procter, 2005). Social learning occurs when

knowledge is shared and work groups strive to attain a collective understanding to meet

objectives or create solutions to issues, therefore lessening potential intragroup conflict (Robbins

& Judge, 2015; Clarke, 2010).

Statement of the Problem

The presence of conflict in work situations should not be perceived as a negative

occurrence, but as a potential opportunity to identify ineffective policies, behaviors or actions

that result in outcomes which can be destructive or counterproductive (Wilmot & Hocker, 2011).

Organizations invest in formal training and development programs targeted to coach employees

on handling workplace conflicts by strengthening communication methods, employing creative

problem-solving tactics, and utilizing fundamental collaborative approaches (Bingham, 2004;

Cloke, 2008; Folger et al., 2010). In conjunction, corporations have designed ADR programs

that center on conflict viewed from a process focus as in the Interests, Rights, and Power (IRP)

Model (Furlough, 2005).

The IRP Model is grounded on the numerous processes that people use to resolve disputes rather

than evaluating the conflict itself. Viewing conflict based on party interests tend to be internal

by nature, assessing their desires, needs, and apprehensions (Furlough, 2005). This approach

places attention on finding an agreement that is consensual, and successful if both parties get

enough of their interests met to achieve a settlement. Power and rights based approaches offers

minimal flexibility and creativity when resolving conflict. In these circumstances decisions are

determined by rules, policies, and through authority figures minimizing the involvement of

individuals resolving the conflict (Cloke, 2001). Although rights and power based methods are

necessary in some situations, giving individuals the chance to come up with solutions to

problems can be an optimal option (Jameson et al., 2009). As a result of using informal means to

managing conflict a higher degree of effective outcomes that are cost-effective are possible.

Organizations align corporate strategies with the future needs of its business by preparing

employees for organizational changes, new projects assignments, and to acquire specialized

skills. A key educational component recognized to strengthen workers’ talents for employability

and corporate competitiveness is social and informal learning (Skule, 2004). Implementing a

strategy that will grow conflict management strategies utilizing internal talent and knowledge via

informal structures and networks can be highly efficient apparatus to manage and prevent

conflict.

Purpose Statement

The purpose of this study is to determine how organizations can enhance conflict

management competencies. In addition, the intent of this study was to understand what strategies

and practices leaders and specialists in the field of Alternative Dispute Resolution have used to

promote conflict management skills. Furthermore, the study sought to identify the challenges

these individuals encounter implementing conflict management strategies and practices in

organizational systems, and how they measured success in what they did.

Although this research intends to identify new approaches to managing conflict in

organizations, there are Alternative Dispute Resolution specialists that have introduced

distinctive strategies for employees to deal with conflict. Bush and Folger developed a

transformative mediation framework that focuses on the conflict transformation process during

mediation (Folger et al., 2010). A central component of this model which stands out is the

emphasis of empowerment and recognition shifts of the mediating parties (Jameson et al., 2009)

that allows disputants to have more autonomy in the decision-making process. The U.S. Postal

Service designed the organization’s conflict management program (REDRESS) based on Bush

and Folger’s transformative mediation model to address employees’ communication and

relational issues (Bingham, 2004; Folger et al., 2010; Jameson et al., 2009).

Research Questions

To achieve the objectives set above, the following research questions (RQ) are addressed in this

study.

•RQ1: What strategies and practices do Alternative Dispute Resolution specialists employ

to promote conflict management?

•RQ2: What challenges are faced by Alternative Dispute Resolution specialists in

implementing strategies and practices to promote conflict management?

•RQ3: How do Alternative Dispute Resolution specialists measure the success of these

strategies and practices to promote conflict management?

•RQ4: What recommendations do Alternative Dispute Resolution experts have for

enhancing structures and networks to develop conflict management competencies?

Significance of the Study

Impacts of this study will characterize conflict management strategies and practices

collected from ADR scholars, leaders and/or practitioners that organizations can implement to

enhance conflict management competencies within the workplace. Practical applications

resulting from such research would support an informal learning network that could be employed

to improve learning initiatives focused on advancing conflict management proficiencies in

organizations. Groups experiencing changes, going through a transformation, or facing turmoil

can benefit leveraging innovative ways to reduce or prevent conflict among stakeholders.

Educational institutions can use the findings to develop or revise conflict management

curriculum to better prepare ADR professionals in the field (F. Madjidi, personal communication,

July 11, 2016). Based on the findings an informal network framework can be modeled for

organizations to introduce problem-solving mechanisms and improve conflict management skills.

Lave’s (in preparation) examination of apprenticeship stressed the significance for

modifying learning objectives based on the various stages of skill acquisition. This specifically

correlated to the sequence and activity of each phase of learning. Three principles which were

identified to direct the progression of expert problem solving skills as a part of the cognitive

apprenticeship model are increasing complexity, increasing diversity, and teaching global before

local skills (Collins, Brown, & Newman, 1987). These principles align to the various group

environments accelerating the association of informal networks.

Limitations of the Study

The following statements identify potential limitations of this research study. The list

below detail areas that the researcher could not control for the purpose of this study:

1. Participants were intentionally selected, which may not reflect the larger population of

ADR professionals.

2. It is indicated in the methodology section that the participant group will consist of at

least 15 ADR professionals. This moderately small sample size may constrain the

generalizability of the findings.

3. Researcher may have biases to the participants’ responses.

Assumptions of the Study

The premise of the assumption statements is to offer the researcher’s presumptions of the

possible outcomes of this research that is based on the purpose of this study:

1. An assumption of the study is that conflict management best practices and informal

learning networks will enhance conflict management competencies.

2. The sample of interviewees will include ADR specialists with diverse experiences

and backgrounds located in various countries. It is assumed that in spite of disparate

roles, education, and level of expertise in the ADR field the participants of the study

will be able to provide best practices in implementing strategies and techniques to

promote conflict management within organizations.

3. It is assumed that the qualitative data collected and examined for this study will

enhance conflict management strategies and practices in organizations.

4. The researcher assumes that the study will offer data that will derive a framework

that organizations can employ to enhance conflict management competencies.

Definition of Terms

The purpose of this section is to provide additional insight for the terms listed below that

are mentioned in this research study. The below definitions will be referred to throughout this

study:

•Alternative Dispute Resolution (ADR). An established set of processes, procedures, and

systems organizations used to manage conflicts that are removed from the traditional

legal processes of litigation (Lipsky et al., 2003).

•Coaching. Guiding individuals through employing leadership competencies to develop

specific actionable goals and directing the coached person to achieve the set objectives

(Hackman & Wageman, 2005; Morgeson, DeRue, & Karam, 2010; Salas et al., 2015;

Zaccaro, Rittman, & Marks, 2001).

•Conflict. An expression of opposing intrinsic and extrinsic goals, values, interests, or

actions from at least one member of a group (Bradley et al., 2012; Salas et al., 2015).

•Conflict Management. A comprehensive approach that includes a series of processes and

procedures to proactively manage problems or issues productively (Lipsky et al., 2003).

Strategies and practices that are acted upon at the lowest levels of an organization to

allow all individuals the ability to take preventive measures to manage conflicts (Lipsky

et al., 2003). Acquiring a competency to change behaviors, actions or habits to resolve,

mitigate, contain, or relieve tensions caused by conflict in work teams (De Dreu, Harinck,

& Van Vianen, 1999; Martinez-Moreno et al., 2015; Wilmot & Hocker, 2011).

•Competency. The ability to demonstrate one’s skill level successfully through a situation

(Austin & Larkey, 2004).

•Communication. The process of information flow through various mediums (Beebe,

Beebe, & Ivy, 2004). The back and forth movement of messages or “information that

forms and reforms a team’s attitudes, behaviors, and cognitions” (Salas et al., 2015, p.

603).

•Community of practice. The formation of a group of individuals that have joint interests,

experiences, or other commonalities with the intent to learn to develop those shared

elements through interactions (Wenger-Trayner & Wenger-Trayner, 2015).

•Destructive conflict. Conflict in which parties are unsatisfied with the results from a

conflict and feel as though each side has lost (Deutsch, 1973)

•Informal Learning. A learning process which is typically unstructured or unplanned in

that individuals self-manage (Jubas, 2011) using the lens of social learning or learning

that is self-directed.

•Informal Network. Groups or relationships constructed without a formal structure that

operates in a flexible and adaptive manner (Krackhardt & Hanson, 1993). These social

bonds are formed based on patterns and communication flows and after levels of trust

have been established (Balkundi & Harrison, 2006; Barreta, 2008). These are the

partnerships in which collaboration occurs and more complex problems are dealt with

(Krackhardt & Hanson, 1993; Toni & Nonino, 2010).

•Intrapersonal conflict. Intrapersonal tension or pressure prompting a state of confusion,

lack of clarity, divergent internal discourse, or mental or emotional conflict in a person’s

thoughts or feelings (Wilmot & Hocker, 2011).

•Interpersonal conflict. An expressed struggle between two or more individuals’ desired

needs, wants, or goals (Barreta, 2008; Beebe et al., 2004). In an organizational setting

this can be viewed in instances involving harassment, discrimination, and

communications gaps (Di Pietro & Virgilio, 2013).

•Organizational conflict. Conflict or expressed struggle between individuals in differing

hierarchical levels or divisions and departments (Di Pietro & Virgilio, 2013; Xin &

Pelled, 2003).

•Social learning. Working together collectively in a group with the motive of bringing

solutions to problem-based issues (Clarke, 2010; Wals, 2007).

•Trust. The willingness to demonstrate vulnerability in relationships through behaviors

and actions to encourage transparent communication, reciprocity, interactions, and

mastery (Mayer et al., 1995; Reina & Reina, 1999).

Chapter 1 Summary

The workplace is a complex environment comprised of countless factors that can produce

conflict between colleagues and management. Wilmot and Hocker (2011) defined conflict as "an

expressed struggle between at least two interdependent parties who perceive incompatible goals,

scarce resources, and interference from the other party in achieving their goals” (p. 11). When

assessing the definition the phrase expressed struggle can mean that communication has or has

not taken place between the dependent parties, but through imposed settings conflict can

develop. A corporation is an example of how separate areas are interwoven and functions of the

various parts of the enterprise can create unnecessary conflict due to silos, communication gaps,

and failed processes.

Conflict has the ability to bring about tremendous awareness, transformation, and insight.

Providing the appropriate atmosphere and group environment individuals can openly deal with

situations that are producing conflict instead of pushing aside issues or challenging

conversations. Conflict management programs have been a strategic response to organizations

undergoing an internal crisis, potential threats, or legal proceedings, to lessen the negative impact

conflict may have on institutions. The potential to empower employees to deal with disputes,

disagreements, and obstacles increases when enhancing conflict management competencies.

Chapter 2: Literature Review

Introduction

Research has shown that conflict style preferences are developed throughout a person’s

life based on a combination of genetics, culture, life experiences, family background, and

personal philosophy (Beebe et al. 2004; Wilmot & Hocker, 2011). These conflict styles can

affect how people deal with conflict in the workplace. However, why conflict occurs and what

the conflict is about in organizations can be attributed to a host of factors. This spectrum of

causation is a major challenge organizations face when designing and implementing programs to

manage conflict.

The review of literature is fundamental to acquiring an understanding and awareness of

the theoretical frameworks of various types of conflict management practices. An overview of

common conflict styles, conflict models, emotional intelligence, and learning theories will be

explored for the purpose of this study. This chapter will also explain the impact conflict has

within organizations due to issues related to structure, technology, and team dynamics.

This examination will be comprehensive in nature to understand how the areas of conflict

management, transformative conflict tenets, emotional intelligence, and adult learning

approaches intersect to empower employees to handle conflict in the workplace (Folger et al.,

2010; Goleman, 2000; Knowles, Holton, & Swanson, 2012). A brief background of Alternative

Dispute Resolution will be discussed, along with describing how technology has influenced the

field forming the area of Online Dispute Resolution (Lipsky et al., 2003; Rule, 2002). An

analysis of conflict theory, conflict styles, and transformative mediation will be provided.

Additionally, this chapter will assess how organizational structures, team dynamics, and

technology have had an influence on conflict that occurs in the workplace (Robbins & Judge,

2015).

Conflict Overview

M. Esther Harding, an American Jungian psychoanalyst, emphasized that conflict is

derived from the consciousness of an individual (Wilmot & Hocker, 2011). Conflict should not

always be perceived as a negative episode, but a potential opportunity to gain insight while also

identifying ineffective behaviors or actions that result in outcomes that can be destructive or

counterproductive. The ability to understand what drives conflict and a knowledge of skills that

supports a process of constructive conflict is essential to creating positive resolutions to disputes

(Cloke, 2001). Wilmot and Hocker (2011) state that power is interpersonal and the dynamics of

power are fluid, changeable, and dependent on each situation. Power is dependent on the

resources a party possesses and how this control affects the other party. Each party has some

degree of power and a shift can occur within a conflict (Folger et al., 2010).

Conflict is inevitable, surfacing within family structures, workplace environments, and at

all levels of society (Meluch & Walter, 2012). Various settings generate intrapersonal,

interpersonal, and structural conflict. The three pieces that form an interpersonal conflict and

attribute to constructive or destructive conflict are communication, interdependence (relational),

and perceptions (Wilmot & Hocker, 2011). Emotions play integral part in conflict. Whether or

not emotions are addressed during the conflict management process can impact not only the

outcome but also have lingering effects. This could result in either counterproductive

interactions and communications, or turn out to support conflict transformation (Jameson et al.,

2009). Jones (2000) states that conflict surfaces through feelings derived from negative emotion.

According to Jones’s (2000) interpretation on how emotions are engineered, three elements

compose the picture of emotions. First, is the physical experience that is

sensed. Second, is the cognitive flow that aids in the analysis and comprehension of what is

being felt. Third, is how the emotional response is shared by way of nonverbal and verbal

expressions (Jameson et al., 2009; Lazarus, 1991).

Being able to identify the differences and similarities between opposing viewpoints is

fundamental in resolving conflict (Bergiel et al., 2015). Understanding basic beliefs, customs,

values and traditions is needed to help build trust and rapport with others (Mayer et al., 1995).

This enables the process of conflict resolution to occur in which people are able to

communicate freely, while decreasing chances of misinterpretation and chaos. Communication

and conflict are undeniably connected, and how a person expresses themselves in conflict can

have a determining factor of the outcome. Conflict is culturally and socially formed , and is a

central force that drives social change (Cloke, 2008; Wilmot & Hocker, 2011).

Narrative and conflict. The concept of the narrative story is a notion that individuals tend

to live their life in narrative form and tend to live in a world they have constructed. It is

important to look for gaps or paradoxes in a story to create questions that will provide you with

information that will give you a better understanding of the conflict from the other person’s

perspective. Through this process you are able to build trust in the relationship (Mayer et al.,

1995). By separating the person from the problem, it allows the focus to move from the conflict

being afflicted on the parties to an external conflict (Cloke, 2008).

One needs to separate the conflict from the person and externalize the problem (Barner &

Ideus, 2017). This changes the location of the problem and separates the issue from the person,

creating room to address the problem itself. It is here where a third party perspective is crucial to

understanding the interests and expectations of the parties (Jameson et al., 2009; Thompson &

Kim, 2000). The ability to ask the right questions would offer some insight about the conflict

and make the person feel as though you are engaged in the process. This leads to respectful

inquiry in order to develop a useful conversation. It is imperative to look for a perpetual shift

and change destructive conversations into constructive ones.

By opening up space in a tightly woven story you can introduce options or alternatives in

a difficult situation. Applying this to a conflict can bring out underlying concerns and issues that

would otherwise remain dormant and untouched. This also can be a face saving measure for

another person if approached in a delicate manner (Lee, 2003). Since in some cultures

individuals will not communicate what the actual problem is directly, it is beneficial to allow the

person time to tell their story (Lewis, 2006). It should not be suggested the person is sharing

information that is not pertinent or unrelated to the conflict.

Conflict styles. Research has shown that a combination of factors influence an

individual’s conflict style. A variety of aspects guide a person’s inclination to handle conflict

from personal and family experiences, to an individual’s values (Wilmot & Hocker, 2011).

These conflict styles are patterned responses, or clusters of behavior, that people use when in

conflict. The communication choices and behaviors we display in conflict are interpreted as

tactics that are usually unplanned. If these tactics are repeated in various situations, it is then

referred to as a pattern response or a style (Brockman, Nunez, & Basu,

2010).

These styles are found in both work and personal situations among all generations.

Selfawareness of one’s conflict type and having the ability to recognize how other conflict styles

interact with each other can be highly beneficial (Meluch & Walter, 2012). Particularly when

leading teams or working with a diverse group of individuals. The five styles that The Kraybill

Conflict Style Inventory discusses, which most trainers and researchers rely on when

categorizing individual conflict styles, are (a) avoiding, (b) competing, (c) compromising, (d)

accommodating, and (e) collaborating (Meluch & Walter, 2012; Thomas, 1976).

Generational Conflict

Research conducted explains that effective communication is crucial for individual and

organizational success, employee retention, financial performance, increased productivity and

job satisfaction (Hartman & McCambridge, 2011). The ability to effectively communicate has

been listed as one of the top skills needed for manager success and a skill that has been lacking in

workers hired from college. The Association of Business Communicators conducted a survey

that found CEOs acknowledged proficient communication skills provided a return on investment

of 235% (Dodd, 2004; Hartman & McCambridge, 2011). Workplace conflict is influenced by

factors such as communication, sharing of knowledge, and information flow (Bergiel et al.,

2015; Hartman & McCambridge, 2011; Lipsky et al., 2003).

Organizations have recognized that intergenerational differences to be one factor that can

present challenges and conflict in a corporation. The workforce has had the chance to get to

know Generation X for the past two decades and is now being introduced to the next generation

of Millennials. With three active generations in the workplace it has become crucial to

understand the key characteristics that are commonly found in each generation, what each group

values, and the commonalities among them (Lancaster, 2002).

Being able to recognize communication differences among the generations can provide an

opportunity to spot potential conflicts, as well as build bridges between the generations (Hartman

& McCambridge, 2011). Education, employee development, rewarding constructive conflict

management, and early resolution processes should be administered as the shift in generations

occur to reduce or prevent disputes that may have been a problem in the past. The mix of

generations are an opportunity to introduce change within a company’s culture (Lancaster, 2002).

Emotional Intelligence

Initially, Salovey and Mayer (1990) conceptualized emotional intelligence based on

Thorndike’s definition of social intelligence, which is the capability to understand and manage

individuals (Barreta, 2008). Salovey and Mayer advanced the idea of social intelligence to

describe individuals who obtain awareness of self and others and the aptitude to manage

emotions and relationships. Additionally, they discovered that persons who scored high in

emotional intelligence were adept at dealing with change in their social settings and capable of

forming healthy social bonds (Barreta, 2008; Zeidner, Matthews, & Roberts, 2004). Goleman

later expounded on Salovey and Mayer’s emotional intelligence framework and created mixed

model classifying the following five components:

•Self-awareness – being aware of the connection between one’s emotions and individual

goals, actions, beliefs, and achievements (Zeidner et al., 2004)

•Self-regulation – ability to manage one’s emotions, communications, and reactions

irrespective of experiencing situations that are positive or negative (Zeidner et al., 2004)

•Social skill – aptitude to lead others through influence that incorporates effective

communication and motivation skills (Goleman, 2005)

•Empathy – capacity to understand the feelings and perspectives of others and (Goleman,

2005; Zeidner et al., 2004)

•Motivation – an intrinsic drive to realize and achieve one’s expectations (Goleman, 2005)

Organizations have a diverse group of individuals that work and interact together

enabling conflict to occur through contrasting styles and personalities (Di Pietro & Virgilio,

2013). The communication choices and behaviors we display in conflict are patterned responses

that can be interpreted as tactics (Wilmot & Hocker, 2011). This concept of self-awareness is

one of the components of emotional intelligence, according to Daniel Goleman (Barreta,

2008). Mastering the capability of understanding one’s own emotions in addition to the feelings

of others increases the propensity to respond to and manage conflict.

Trust in the Workplace

The notion of trust is generally associated with a feeling between people rather than an

act that has taken place between individuals/groups. Trust is defined as “a charge or duty

imposed in faith or confidence or as a condition of some relationship” and “something committed

or entrusted to one to be used or cared for in the interest of another” (MerriamWebster, 2017,

Section 1, para. 4). Not understanding the act of trust can influence how relationships form and

function, and potentially create interactions that are unproductive, harmful, or irrelevant. Lack of

trust impacts relationships in all facets of society, and in particular within organizations among

team members. An absence of trust in work environments, project teams, and departments forms

unnecessary barriers to complete projects and produce timely and successful outcomes (Peelle,

2006).

These types of instances are not uncommon in the workplace. The interdependence

between coworkers has the potential to generate a high degree of conflict if trust is not

established in the relationship (Mayer et al., 1995). Theories that have developed were designed

to minimize the risk inherent in working relationships. These methods were intended to regulate,

enforce, and encourage compliance (Mayer et al., 1995).

The Dynamics of Trust Model can be deemed as the relationship piece of the Circle of

Conflict Model and it focuses on two areas. First, the risk that someone is willing to take relative to

what they want or need. A valuation of the risk versus reward will happen. Second, assessing how

much you trust someone’s motives or intentions. As conflict surfaces there is a tendency to

determine the cause and assign blame. Whether the intentions or motives of the individual are good

or bad will govern if a person determines the other party is responsible for the conflict.

When using this model it is important to work on the procedural conflict first, and then

move to the interpersonal conflict. It is fundamental to objectify the situation, then diagnose and

analyze the problem. There is a tendency to apply the problem to the other person if you do not

look at the situation itself (you see the person as intrinsic). To build trust between the parties

confidence building measures (CBM) should be used. A CBM is an action that demonstrates a

party is placing trust with the other side (Furlough, 2005).

Alternative Dispute Resolution

Alternate Dispute Resolution consists of proxy mechanisms to handle disputes without

employing litigation. A few of these procedures include mediation, arbitration, and negotiation

(Folger et al., 2010). Organizations have offered different avenues to manage workplace conflict

with the intent to reduce time and resources spent on conflict and minimize risk related to

employee productivity and workforce engagement (Lipsky et al., 2003). ADR programs are

generally designed to have multiple access points to diminish the reluctance and hesitation of

utilizing the system. The goal is to offer a platform that is able to support a variety of entry

points to gather further information, file a claim, or raise a concern (Lipsky et al.,

2003). Electing to provide a menu of choices to manage various disputes gives employees a

robust conflict management system. Often options include the choice to report a dispute to an

individual's immediate management, Human Resources, compliance officers, or in-house legal

counsel (Lipsky et al., 2003).

Interests, Rights, and Power (IRP) Model

According to Furlough the Interests, Rights, and Power (IRP) Model focuses on the

numerous processes that people use to resolve disputes rather than evaluating the conflict itself.

The IRP Model is derived from the original research on negotiation principles and strategies of

Fisher and Ury (1991). Interests can be categorized as a party’s desires that relate to their

concerns, expectations, aspirations, and needs. This approach tends to be more consensual and is

successful when both parties get enough of their interests met to achieve an agreement. A rights-

based process focuses on the dominance of one party’s right over the other. The powerbased

process is when parties bring all the resources they have to oppose the other party in attempts to

win, and usually is highly adversarial. This model demonstrates as parties move up the stairway

(from interests, to rights, to power) two things tend to occur, (a) the costs rises, and (b) control

goes down (Cloke, 2008; Furlough, 2005).

Interest-based process. This process is more time intensive and does not bring about

resolution every time. In these instances, the interests of individuals and groups are the central

themes to build consensus and agreement among the parties. The interest-based approach

emphasizes the intrinsic elements of the parties such as their wants, desires, fears, and needs

(Cloke, 2008). The intent is to optimize the end result so all entities walk away believing their

interests were addressed or met. These agreements tend to encourage relationship building,

employ more collaborative and problem-solving approaches, and foster sustainable solutions

(Furlough, 2005).

Rights-based process. The rights-based process uses formal means which concentrate

on one person/group’s rights versus another. This approach is inclined to be adversarial in nature

with an emphasis on win/lose outcomes, as opposed to win/win outcomes found in the

interestbased process (Fisher & Ury, 1991). The process tends to be slower to achieve resolution,

less flexible, and accrues more cost. Maintaining or building relationships are not stressed with a

rights-based approach, unlike in the interest-based method. This process compliments the

formalities in a legal system and relies on laws, policies, contracts, and statutes (Furlough, 2005).

Typically, a rights-based process is viewed as being fair, consistent, and objective.

Power-based process. This process is even more combative than the rights-based

approach and can result in win/lose outcomes, however, frequently ends in lose/lose situations.

Often resistance ensues and losing parties can feel they have been treated unfair and possibly

repressed. Decisions could be made unilaterally as opposed to reaching collaborative and

consensual agreements. Although there is the benefit that resolution could be attained in a short

amount of time, there is a downside that relationships could be harmed (Furlough, 2005).

Dispute Resolution System

Businesses consider the IRP Model when designing a dispute resolution system. As

disputants move up to the next step in the model there is a higher risk that the parties have less

say in what will be the potential outcome. With groups staying in the power segment of the

model, costs have the potential to increase and can move people to the level where threats are

being made against the other (Furlough, 2005). In some instances, resulting in a lose-lose

outcome. Employing only power-based and right-based processes in an organization will incur

costs for the resources needed to deal with conflicts. There will also be costs associated if

conflict is handled incorrectly. This could result in loss of productivity, stress, decreased

morale/focus, damage to relationships, and harm to the reputation of the company (Cloke, 2008;

Lipsky et al., 2003). Offering collaborative choices permits people to move from a power

process to a rights-based or interest-based one (Furlough, 2005).

The purpose of the multiple options is to allow the workers the chance to loop back to the

interest-based process, and to go below the line to identify the interests of the participants, or a

rights-based process to remedy a violation of one’s rights (Fisher & Ury, 1991). All three

categories are essential in resolving conflict. Designers of a program do not want to limit the

scope by tagging specific cases to undergo a certain process. Some issues will need to go

through particular methods regardless of the existing alternatives present, such as mediation,

negotiation, facilitation, or coaching (Lipsky et al., 2003; Salas et al., 2015).

The Circle of Conflict

The Circle of Conflict is a model that focuses on the various causes, or drivers, that aid in

diagnosing a conflict. This model is depicted by a pie chart that is divided into six parts, and

states the most common drivers of conflict are (a) values, (b) relationships, (c) externals/moods,

(d) data, (e) interests, and (f) structure. The values, relationships, and externals/moods drivers

are at the top half, while the data, interests, and structure drivers appear in the bottom half of the

graph. According to Furlough (2005), addressing the drivers in the bottom half of the chart (data,

interests, and structure) will provide more chance of resolution than the top half of the chart

(values, relationships, and externals/moods). The drivers below the line present issues that the

parties will have some control, unlike the drivers above the line that can potentially escalate the

conflict (Furlough, 2005). Generally, these drivers represent areas that are not within a party’s

control, so it is best to avoid them. The following provides further description of each

driver.

Values. The values driver is associated with the beliefs and tenets individuals or groups

carry that trigger a conflict. These values can vary from being identity based such as a person’s

religion or ethical and moral disposition, to the values held in business and workplace

environments. Value driven conflict occurs when different belief systems are opposing each other

and parties are not finding agreement. Positions tend to viewed through a lens of right and

wrong or good and evil. Disputes driven by this driver can be intense and personal, and

generally seen in conflict related to political and religious matters (Furlough, 2005).

Relationships. Conflict derived by a prior negative experience between individuals or

parties falls under the relationship driver. A failure to communicate or disengagement often

occurs when conflict is formed from a poor relationship. Furthermore, if repeated adverse

behaviors are displayed stereotypes are generated that can impact current conflict (Furlough,

2005). This can also lead to retaliation if people believe they are being treated unfairly causing

an ongoing cycle of conflict.

External/moods. Another driver that plays a role in conflict is external factors or moods

that are outside the scope of an issue. This can occur at macro or micro levels. For example,

regulatory changes that impact operations in an organization or the decision-making of leaders.

Also, psychological or physiological aspects can create conflict or escalate an existing dispute.

An individual’s personal situation or physical well-being has an influence on how conflict is

managed (Furlough, 2005). Understanding this driver will enable one to identify possible

dynamics on the periphery.

Data. The flow of information and interpretation of data is a potential cause of conflict.

Incorrect data or lack of information can pose a problem as ideas are formed and decisions made

based on data accessed. Also, having more information than what is needed can be a drawback

as well (Furlough, 2005). In addition, the interpretation of information varies on the individual.

Groups reviewing the same data can assess and analyze the information in opposing viewpoints

and can shape differing assumptions.

Structure. There are four characteristics linked to structure that drive conflict. This first

facet is connected to the limitation of resources in organizations (Furlough, 2005). The lack of

available resources in terms of time and money can be problematic when implementing changes

to reduce conflict (Robbins & Judge, 2015). Second, conflict can manifest from restrictions

caused by different geographical settings (Rule & Sen, 2015). Workers located in various

offices, time zones, or who are remote rely on technology to communicate and interact with peers

and team members (Meluch & Walter, 2012). Although technology and collaborative tools

enhance communication of geographically disparate teams, it can also prove challenging due to

limited in person exchanges. Additionally, not having the decision-making power or authority to

resolve a dispute can be a challenge. While individuals are involved or tasked with managing a

conflict they may not have the authorization to determine or confirm an outcome. Lastly, how an

organization is designed and structured can present issues that produce conflict. Competing

priorities from different areas in the organization can introduce internal and possibly outward

facing conflict (Furlough, 2005). Furthermore, inefficiencies can also create such disconnects,

miscommunication, and duplication of efforts.

The Triangle of Satisfaction

The Triangle of Satisfaction model identifies interests by taking the interest segment out

of the Circle of Conflict model, and applying a more meticulous approach to analyzing the

concept of interests. Interests related to Models 1 and 2 are categorized as a party’s “wants,

needs, fears, hopes, or concerns” (Furlough, 2005, para. 2). According to Furlough (2005) each

side of the triangle represents a broad type of these interests, which can be grouped into the

following (a) results/substantive/problem (WHAT), (b) process/procedural (HOW), and (c)

emotional/psychological (WHO).

The Social Style Model

The Social Style Model is a tool that assesses personality and communication styles

based on observable behavior and not internal processes. The four groups are directing,

expressive, amiable, and analytical (Furlough, 2005). It relies on and measures two aspects of

behavior, assertiveness and emotional responsiveness. It is not centered so much on

selfassessment, but on peer assessment (Furlough, 2005). This model can be a functional and

effective method in conflicts. Identifying which social style you are can provide you with a

better understanding of how you and others communicate with one another (Hartman &

McCambridge, 2011).

Online Dispute Resolution

In recent decades the legal system and Alternative Dispute Resolution (ADR) has

experienced changes driven by the advancements from technology and an evolving global

economy. One factor that has allowed legal and ADR professionals to incorporate online tools in

their practice is through emerging software and platforms that enable disputes to be handled in a

virtual setting. The second aspect that has created a shift in the area of Dispute Resolution is

how products and services are bought and sold online via e-commerce sites. These virtual

transactions have shaped new channels of Information and Communication Technology (ICTs) to

transpire, and have exposed how interconnected cross-border markets have become through

ebusinesses and online start-ups (Rule & Sen, 2015).

The internet offered an alternate business model that introduced corporations and

entrepreneurs to a feasible method to reach new customers and enter foreign markets on a larger

scale. With the growth and expansion of e-commerce those working in the domain determined

that solutions needed to be constructed to manage complaints and disputes in cyberspace, since

conventional in person dispute resolution practices were not a viable option (Fowlie & Rainey,

2015). With the onset of additional types of transnational commercial disputes Online Dispute

Resolution formed a way to solve and manage B2C (business to consumer) claims. Due to the

nature, geography, language, and high volume of claims these online disputes required another

process outside of the traditional legal procedures established (Vilalta, 2012). Online Dispute

Resolution mechanisms also have been instituted in some governmental agencies to alleviate

similar issues private entities encountered related to time, distance, and quantity of cases needing

to be handled.

Due to various disruptive technologies the landscape of Dispute Resolution has moved to

incorporate online tools that have formed what is known today as Online Dispute Resolution

(ODR). For the past two decades ODR has evolved over time from comprising of document

handling programs and case management systems (CMS) to e-filing platforms that were used by

law firms then court systems (Fowlie & Rainey, 2015). The third wave developing for ODR

affects the justice system by altering the legal process allowing cases to be handled before

entering litigation using technology. This can provide underprivileged groups instances to access

legal systems via informal and formal methods virtually. This allows for a legal socialization and

online communities to prevent and manage conflict.

Although, present day ODR systems lack the complexity that future state ODR platforms

and development promises, the current position of ODR has made a substantial impact thus far

(Fowlie & Rainey, 2015). An example of this was eBay’s early adoption of a feedback system

and dispute resolution program applying technology based tools, which proved effective. By

2010, eBay dealt with over 60 million disputes, demonstrating the effectiveness of integrating

dispute resolution and technology to handle business to consumer disputes (Katsh, 2012). EBay,

Amazon, and Internet Corporation for Assigned Names and Numbers (ICANN) are examples of

entities that have leveraged technology to handle online transaction disputes between businesses

and consumers. Taking advantage of the technological progress that had been made in the 1990s

with desktop computers becoming more powerful and the internet attracting more users, start-up

and existing businesses had to adapt with not only offering new services and products but needed

to come up with a modern way of conducting business.

ODR is commonly referred to as the Fourth Party, which is the technology that aids the

third party neutral in providing “communication capabilities that allow tasks to be performed

more quickly or at a distance” (Katsh, 2012, p. 32). Fourth Party platforms, progress in software

development and functionalities, and the increase in usage of mobile applications have created an

ideal situation to promote the next phase of possibilities for ODR (Katsh, 2012). One of the

opportunities ODR practitioners and scholars foresee is how technology could provide an option

to be represented for those individuals who do not have access to the justice system.

For the past two decades ODR has evolved over time from comprising of document

handling programs and case management systems (CMS) to e-filing platforms that were used by

law firms and then court systems. The third wave developing for ODR affects the justice system

by altering the legal process allowing cases to be handled before entering litigation using

technology. Several characteristics of ADR fall in line with ODR such as the speed, flexibility

of solutions, informal process, and lower cost (Vilalta, 2012). However, ODR offers three

distinctions, which differentiate it from ADR (a) disputants do not need to be in the same

physical location, (b) geography and time disparity is no longer a barrier in the process, and (c)

asynchronous communication can occur (Vilalta, 2012).

The blending on Dispute Resolution and technology has created a new method of dealing

with various types of disputes which were nonexistent before the introduction of ecommerce.

Some ombudsman offices have begun using ICTs to conduct dispute resolution work. Fowlie

and Rainey (2015) outline two branches that ombudsman agencies have implemented using

ODR technology. One facet refers to technology-based ODR which is

“systems where technology plays an active role in conducting dispute resolution” (Fowlie &

Rainey, 2015, p. 62). Technology-based ODR consists of instances applicable in e-commerce

platforms and blind-bidding systems used for negotiations. The second part is

technologyassisted ODR that implies technology applications enhance existing stand-alone ADR

processes (Fowlie & Rainey, 2015). Through developments in emerging technologies and the

integration of seamless online environments, the creation of virtual communities, online market

economies, and new methods of digital communication channels has had an impact on traditional

legal systems and the field of Alternative Dispute Resolution.

Motivational Aspects in the Workplace

Organizational Studies have continually examined the subject of motivating adults in the

workplace, and has pulled research from array of disciplines such as management, psychology,

sociology, and economics to understand the various factors which keep employees motivated in

an organizational setting. However, the notion of highly engaged workforce and a decrease in

conflict in work environments have been studied (Spector & Jex, 1998). With companies facing

an increasingly competitive market, the focus of attracting and retaining top talent while keeping

them engaged has placed greater emphasis on motivation in the workplace (Lebas & Euske,

2004; Robbins & Judge, 2015).

Numerous approaches including leadership engagement techniques, reward programs,

and performance incentives are used to motivate employees. Providing an assortment of

motivational attractions demonstrates the variance among individuals’ personal ambition. Due to

the range of motivational elements, organizations are challenged to evaluate what motivates

employees. Additionally, how can employees remain engaged and excel in their position.

Understanding an employee’s motivational factors and fundamental needs in the workplace are

vital in generating an environment that provides intrinsic and extrinsic motivation so employees

feel valued and engaged (Benabou & Tirole, 2002). As organizations pivot and restructure based

on market demands employees’ engagement and performance can be affected, creating conflict.

Motivation has been widely researched in psychology and through studying the differing

aspects of motivation a better insight into human behavior has been reached. Robbins and Judge

(2015) define motivation consisting of measureable qualities as “the process that account for an

individual’s intensity, direction, and persistence of effort toward attaining a goal” (p. 184). This

definition is geared towards motivating people in the workplace. Simply stated Robbins and

Judge (2015) describe the following three strategies as evaluate how hard someone works

(intensity), when a goal benefits the organization (direction), and how long a person can continue

working (persistence). If motivation is inherent within an individual it is essential that

companies bring on employees who not only have the necessary skill set and experience for the

position, but embody the organization’s core competencies along with the ability to be

immediately engaged in the learning process (Austin & Larkey, 2004). The employee’s

willingness to share his/her talents, along with an aptitude to learn in their new role displays an

intrinsic motivation towards achieving proficiency (Benabou & Tirole, 2002; Fowler, 2014).

Here are two types of motivation commonly referenced (a) intrinsic, and (b) extrinsic.

Intrinsic motivation reveals the desire to do something because one finds it pleasurable. In

these instances an individual is not concerned with external rewards and would be satisfied to

perform a task based purely on intrinsic motivation (Calder & Staw, 1975; Deci & Ryan,

1980). Writing a novel simply because a person enjoys writing is an example of motivation

derived intrinsically. Extrinsic motivation indicates the desire to do something because

external rewards are valued, such as money or recognition. In these cases a person may not

be fond of the activity, however, seek to attain the external reward (Benabou & Tirole, 2003;

Osterloh & Frey, 2004; Robbins & Judge, 2015).

Maslow’s hierarchy of needs theory. Abraham Maslow categorized two facets of human

need as physiological and psychological, and notes a person’s instinctual urge to satisfy those

needs are based on a hierarchy. If these needs are not satisfied then strain can form in the life of

an individual. The five needs are separated into two segments. The first section is made up of

needs that are listed at the bottom of the hierarchy. These consist of the basic human needs

(physiological and safety needs) which is referred to as the lower-order needs (Robbins & Judge,

2015). The second element is called the higher-order needs and is composed of an individual’s

social needs (social, esteem, and self-actualization needs). Once a certain need has been satisfied

on the hierarchy then an individual moves to the next level (Robbins & Judge, 2015). When a

person reached the top of the pyramid or hierarchy then they reach the level in which they are

motivated by intrinsic values or a self-purpose. Through realizing which need motivates an

employee the manager can address fulfilling that need.

Herzberg’s two-factor theory. Another motivational theory constructed by Frederick

Herzberg investigated the relationship between the employee and his or her working

environment. He classified two sets of factors which influence motivation in the workplace.

The first set is labeled as hygiene factors. These are elements which include the ability of

management, income, working conditions, company practices, and job security (Robbins &

Judge, 2015). Hygiene factors do not affect motivation, but can cause dissatisfaction. The

second set of factors is referred to as satisfiers or motivators. The satisfiers consist of

promotion, increased responsibility, recognition, and development opportunities. Herzberg

research revealed removing dissatisfying aspects of a person’s job does not necessarily

translate to a feeling of satisfaction, but determined satisfiers are central to job satisfaction

and motivation (Robbins & Judge, 2015).

Organizational Structures and Conflict

Organizations have adopted strategies which have transformed the structural landscapes

in present day workplaces. However, during the process of structural change conflict can inhibit

employee productivity, performance, and engagement. This has required workers to possess

specific skills and competencies to navigate realignments and restructures. Structural shifts in

organizations can be both beneficial and unfavorable to workers.

Systems theory is a trans-disciplinary approach that considers a system as a set of

independent and interacting parts. The objective is to examine the general principles of how

systems function and apply it to all types of systems in varying fields (Lipsky et al., 2003). One

of the concepts relating to the theory is homeostasis, a natural response in which all living

systems naturally resist change. For example, leaders have adapted to remain competitive and

maintain growth of the organization by augmenting employment practices to include remote

workers (Garicano & Wu, 2012). While some individuals will value and prefer to work

remotely, others will find it challenging not to interact with their team in a face-to-face space

(Garicano & Wu, 2012).

Two opposing models applied in organizational design are mechanistic and organic. The

mechanistic model is more formalized, and is driven by standards and processes. This prototype

is viewed to be more bureaucratic in nature (Robbins & Judge, 2015). The second structural

paradigm is the organic model that incorporates fewer tiers of management and levels that are

flexible and flat. In an organic model processes are more relaxed and the decisions are not made

by a few central figures, but rather multiple members. This decision-making process is more

inclusive and encourages empowerment of the various stakeholders involved in the

determination (Courtright, Fairhurst, & Rogers, 1989).

Differing aspects influence the decision to select an organizational design that is

mechanistic or organic. Organizational strategy, size, technology, and environment are factors

that reflect how an entity should be structured (Robbins & Judge, 2015). Three common

strategies some organizations utilize based on overall objectives needed to be accomplished are

innovation, cost-minimization, and imitation. An innovation strategy is intended to generate

original and inventive achievements. Although innovation is well positioned in an organic

model, mechanistic elements can be integrated within a flexible structure which can also support

innovation goals. Setting guidelines, establishing communication flows, and having a

straightforward reporting structure are ways to combine mechanistic approaches in an organic

design to heighten innovation practices (Katila, 2004; Robbins & Judge, 2015). The

costminimization strategy concentrates on monitoring and curtailing expenses, while devoting

less effort on policies to encourage commitment of the workers. On the other hand imitation

strategy follows the philosophy of reducing risk in conjunction with boosting profits. In this

situation, organizations are not first to market with products; they follow the innovators that test

the market or experiment with a proof of concept. Examples of organizations following the

imitation strategy are Hewlett-Packard and Caterpillar (Amburgey & Dacin, 1994; Miles &

Snow, 1978; Robbins & Judge, 2015; Toh, Morgeson, & Campion, 2008).

Another strategic model that examines six elements of an organizational strategy is the

SPELIT Power Matrix Leadership Tool. This framework evaluates the succeeding aspects of the

organization (a) social, (b) political, (c) economic, (d) legal, (e) technological, and (f)

intercultural facets of an organization. The SPELIT Power Matrix Leadership Tool enables a

leader to assess the six environments before designing a strategic plan and vision

(SchmiederRamirez & Mallette, 2007). From this assessment, leaders are able to develop a

comprehensive plan that considers competing and corresponding aspects within an industry and

organization (Schmieder-Ramirez & Mallette, 2007). The six pillars also contribute to the

density and interconnectedness of potential workplace conflict.

An organization’s size also shapes structure. Larger organizations comprising of more

than 2,000 employees are generally mechanistic, retaining more specialization, top-down levels,

procedures, and departmentalization. A shift to a mechanistic structure from an organic model

occurs as smaller organizations expand in significant numbers, such as doubling in size (Robbins

& Judge, 2015). On the contrary situations of downsizing in an organization also causes

restructures to take place. Creating leaner organizations by downsizing through reducing staff,

closing offices, or eliminating segments of the business that no longer provide value can bring

immediate monetary benefits. In addition, it can generate higher efficiency and promote quicker

decision-making in the organization. However, downsizing can have a destabilizing impact on

organizational performance and employee engagement (Robbins & Judge, 2015).

Team Structures

To manage assignments that are increasingly challenging and complex organizations have

formed teams to handle these tasks (Mathieu et al., 2000). The ability to anticipate the needs of

team members and respond effectively is commonly found in high performing teams

(Mohammed et al., 2010). This concept has been labeled as a team’s SMM, which is the group’s

shared mental model (Bergiel et al., 2015). Being adept in sharing knowledge and information

within teams has proven to be an obstacle in organizations. Not sharing a similar SMM can

cause conflict within a team, negatively impacting team coordination, understanding, and

communication (Jehn, 1997). This is relevant to the extent of conflict experienced in the team,

as well as the perceptions of conflict (Jehn, et al., 2010). When an individual perceives

incompatibility with another team member this is referred to as intragroup conflict, which can

appear on multiple levels and in varying degrees (Bergiel et al., 2015; De Dreu et al., 1999).

According to Jehn (1995), three common types of conflict are relationship, task, and process.

Transformative Mediation

Transformative mediation is a conversation in which a third party works with the

disputants to facilitate change in the quality of their interactions. The idea is to shift from

destructive and negative interaction to a more constructive and positive interaction, while

exploring various topics and possibilities for resolution (Folger, Bush, Delia, & Institute for the

Study of Conflict Transformation, 2001). Transformative mediation corresponds to a relational

ideology, which focuses on improving the quality of the parties’ interaction. The transformative

methodology fosters empowerment and recognition shifts, and centers on the parties determining

the process and the outcome (Folger et al., 2001).

This approach considers that each party has the capacity to decide what they want to do,

what risks they can/will take, and whether they want to end or keep a relationship (personal or

professional). Therefore, it is important to begin the session having a conversation with the

parties to decide how they want to proceed with the mediation. For example, the parties can

establish what will be acceptable ground rules (Folger et al., 2001). The transformative practice

begins with relational premises and therefore believes parties in conflict want to change

(transform) their interaction with each other.

The tendency to control the process and interactions between parties can possibly hamper

the potential for the parties to experience the shifts, and move from a state of weakness to

strength, and from being self-absorbed to responsive (Folger et al., 2001). There is a cycle of

empowerment and recognition shifts that take place in a mediation session that play out when the

parties begin their interaction with one another. Conflict resolution processes that promote

empowerment and recognition provide the opportunity for people to restore their capability to

make decisions and consider other perspectives (Folger et al., 2001).

A Third Party’s Role in Transformative Mediation

A third party’s view of human nature has a definite impact on his/her approach to conflict

intervention. Mediation is a kind of intervention that is designed to assist parties engaged in

conflict. There are varying approaches third parties take during mediations that are driven by

one’s own perspective of human nature and conflict. An individual’s worldview is comprised of

their beliefs, values, and assumptions, which allows a person to construct a personal view of the

world. As a result, third parties have differing opinions about what parties need or are capable of

when in conflict (Cloke, 2008).

The belief that each party is capable of knowing what is best for them, and are adept at

deciding what is the most suitable resolution for them shapes how a third party conducts a

conflict intervention. Three contrasting approaches currently in the field of conflict resolution

are evaluative, facilitative, and transformative. Evaluative is a directive style in which a third

party structures the process, and openly influences the outcome for the parties. The facilitative

approach encourages interest-based bargaining and allows the third party to be in charge of the

process, while the parties are in control of the final outcome. Finally, the transformative

methodology fosters empowerment and recognition shifts, and centers on the parties determining

the process and the outcome (Folger et al., 2001). The latter approach believes each party has the

capacity to decide what they want to do, what risks they can/will take, and whether they want to

end or keep a relationship (personal or professional). This can be referred to as a party’s moral

development (Folger et al., 2001).

Third Party’s Ideological Bias

A third party’s underlying ideology defines his/her sense of what successful intervention

is because fundamentally a third party’s purpose drives how a third party practices. Ideology is a

system of beliefs that guide thinking and shapes behavior, while also forming ideological

frameworks that create personal and professional identities. These identities influence why

(orientation) and how (practice) a third party intervenes, and what (purpose) their theoretical

assumptions are about what his/her goals should be (Folger et al., 2001). The third party’s goals

for intervention and concept of productive conflict determine what is considered a successful

intervention.

Three contrasting examples of this reflect three different ideologies, which are

relationships, relational, and individualistic. Relationship ideology focuses on

repairing/preserving the relationship, and views maintaining the relationship as a successful

intervention (Folger et al., 2001). The goal of relational ideology is to improve the interaction

between the parties, not necessarily fix the relationship. While an individualistic ideology targets

settling or solving the problem/dispute. The difference between the first two ideas and the third,

is that relationship and relational tend to be measured by qualitative change in the parties’

interaction. The third notion is measured quantitatively, using the rates of

closure/agreement/settlement (Folger et al., 2001).

Relational versus Relationship Ideology

Relational ideology (or referred to as Transformative Practice in the Conflict Resolution

field) occurs through empowerment and recognition shifts in which the parties strive to improve

the quality of their interaction. There is a balance between focusing on self and the other, and

being able to grasp another’s perspective while expressing your own. Relationship ideology (or

referred to as Harmony Practice in the Conflict Resolution field) concentrates on maintaining the

relationship and centering on the other only. It is an organic model that is trying to preserve the

whole through the commonalities of the groups, such as values, beliefs, interests and ideology.

The shift from destructive to constructive interaction, and exploring various topics and

possibilities for resolution is a main principle of the transformative ideology.

Conflict Spirals

Obtaining a solid understanding of the negative conflict spiral prepares mediators when

working with parties in conflict (Wilmot & Hocker, 2011). The ability to grasp the progression

of a conflict enables the mediator to identify and label when parties are moving through

recognition and empowerment shifts in an intervention. When mediators are able to

acknowledge an empowerment and recognition shift they are better able to facilitate the

conversation between the parties (on both macro and micro levels). The ability to understand

this cycle will also enable the mediator to step back from the process oriented model and not

assert control over the conversation flow.

The tendency to control the process and interactions between parties can possibly hamper

the potential for the parties to experience the shifts, and move from weakness to strength, and

from being self-absorbed to responsive. Third parties should anticipate that people will be in

states of weakness and self-absorption. Through understanding what is happening during the

parties’ interactions an individual can pinpoint the position parties are in within the conflict

spiral, and be supportive during positive or negative shifts (Folger et al., 2001). Awareness will

allow the mediator to maintain composure and remain calm as tensions rise and fall.

Content and Process

Essentially conflict is an interaction among parties. Understanding the interconnection

between content and the process is important in conflict. In a mediation session the conflict is

the interaction that unfolds between the parties. How process rules are determined and decided

on, can strongly impact the content in mediation. At the beginning of, or during a mediation

session any decision a mediator or party makes directly influences the conflict at any point in

time in the mediation.

For example, if a mediator decides that each party should not interrupt the other while

they are talking, then this has a direct implication on how the interaction and conflict progresses

during their ongoing engagement. The mediator’s role in transformative mediation is to support

the parties’ empowerment and inter-party recognition (Folger et al., 2001). Process and content

are intertwined, and are at the center of any issues the parties are having with interacting with

each other. This realization hands over control to the parties (empowerment), and allows parties

to discuss issues related to the parties’ interaction/communication, and creating opportunities for

empowerment and recognition shifts.

Understanding Context

The ability to read context is important when understanding the choices mediators make

to avoid becoming directive. The context of parties’ interactions and communication is a

determining factor whether a mediator is directive or not. As a mediator it is crucial to be aware

of context. The ability to self-monitor in a session is a way to avoid directive communication

towards either party. Taking opportunities to reflect, summarize, and check-in with parties

provides the mediator with additional insights to the parties’ interactions. This also allows for

further clarifications of what is being discussed, and inhibits the tendency to become directive

and limiting the parties decision-making power (Folger et al., 2001).

Method and Flow

A phased approach of the mediation process is inconsistent with the ideology of the

transformative practice because it centers on mapping out the problem solving process (Folger et

al., 2001). It takes away from focusing on the micro level and draws attention to the macro level.

The phase model tends to put the mediator in the driver seat since he is the only one that has

knowledge of the phases. This can limit the topics and areas the parties want to discuss or

highlight. The transformative framework does not include phases and tends to be more organic,

and promotes a free flow of interaction and conversation (Folger et al., 2001). Parties dictate

where they are going and draw or negotiate how their own mediation will unfold.

Reflection and Summarizing

Reflection and summarizing are two methods when communicating with others to

support active listening skills (Beebe et al., 2004). The ability to listen to parties is essential to

managing conflict. Reflection is repeating almost exactly what one party is saying in mediation.

Reflecting mirrors the energy level of each party through restating what was discussed after a

segment of information was expressed. Reflection provides clarity for the mediator and parties,

particularly when a subject is vague or multifaceted (Folger et al., 2001). Hearing the words

back can bring about a feeling of affirmation, and support an empowerment and recognition

shift. Having the chance to hear your own words repeated back to you in a similar tone can be a

powerful experience for either party (Folger et al., 2001).

A summary occurs when the mediator gives an overview of what was discussed by both

parties, while making eye contact and addressing all parties in the room. Summarizing is

capturing themes (topics) of what both parties expressed and breaking them down in each party’s

point of view, then offering back a general idea of each round of topics discussed (Folger et al.,

2001). With a summary the mediator is identifying the major themes shared, then putting the

decision-making back on the parties. You are giving control back by asking where the parties

want to go from here, and pointing out what the parties agree and disagree about (Folger et al.,

2001).

Adult Learning

Social learning approaches have been implemented to handle the change in knowledge

and competency needs in organizations. For example, project teams rely more on informal

network groupings to promote the learning and development of adults in the workplace (Clarke,

2010; Gray, 2001; Marsick & Watkins, 1997). In addition to utilizing traditional resources and

methods to develop their employees’ conflict management competencies organizations can take

more of a holistic view to develop their employees’ conflict management competencies and

informal learning networks (Salas et al, 2015).

According to Matthew Knowles, informal adult education was initially “organized ideas

around the notion that adults learn best in informal, comfortable, flexible, non-threatening

settings” (Knowles et al., 2012, para. 1). Organizations commonly construct learning programs

for adults (i.e. employees, volunteers, and clients) incorporating informal learning methods into

their training design. When studying the evolution of adult learning it is difficult to highlight a

primary theory or method to attribute to the effectiveness of learning in the workplace. The

andragogical model places the focus on the learner which is in contrast to the traditional

approach of pedagogy (Knowles et al., 2012). Malcolm Knowles’ six principles of adult learning

identified the following differences between adult and child learners:

•the learner needs to know why they should learn something;

•self-concept which means the learner is involved in the planning and evaluation of their

instruction;

•the experience level of the learner is the basis of learning activities;

•readiness to learn things that the learner can apply immediately;

•orientation to learning is problem based;

•motivation of the learner is internal versus external (Sink, 2014).

This implies that the learner is responsible for his/her own learning and generally this type of

learner has more life and professional experience with the basis of learning related to a particular

task or goal (the learning must have relevance for the learner).

Lave evaluated learning from the perspective of the learner regardless of the position,

role, or station of the learner, and focuses on gained implicit knowledge versus achieving

designed learning outcomes established by the instructor (Brown & Duguid, 1996). The

concentration on situated learning and student center learning has allowed the learner to obtain

additional knowledge and information outside of the educator’s set goals. Johnson and Taylor

(2006) refer to the brain as a social organ and cite studies which support the view that positive

social relationships foster particular types of learning and can stimulate neural plasticity.

The role that sociological interactions play in learning environments is key for the novice

learner to attain expert knowledge or personal mastery; these interactions also enable individuals

to attain a level of competency. In 1991, Lave and Wenger devised the concept of community of

practice. The cornerstone of communities of practice relies on the actions and experience

connecting individuals to communities. These communities award validity to individuals’

actions (Jonassen & Land, 2012).

Informal Learning Communities

As organizational structure, processes, and policies have formalized, the role of informal

networks and learning play a central part in achieving specific objectives to bypass such

formalities that can be viewed as barriers (Krackhardt & Hanson, 1993). Informal learning is

viewed as an internal process which occurs outside of a formal process and can be referred to as

“the experiences of everyday living from which we learn something” (Ziegler, Paulus, &

Woodside, 2014, p. 61). It has become more common for employees to go to peers or colleagues

than management to resolve issues or find information (Watkins & Marsick, 1992; Zhao &

Kemp, 2012). This is often how on the job training takes place (Paradise, 2008). As leaders

have become more removed from daily tasks and routines of employees it is important for

individuals to build a supportive social circle at the workplace (Branden, 2011; Oommen, 2014).

Sociological aspects that have been highlighted in learning environments include situated

learning, the culture of expert practice, intrinsic motivation, and exploiting cooperation and

competition. These five elements allow learners to attain applicable experience, build learning

communities and community of practices, identify what strategies an expert utilizes to carry out

tasks, and encourage cooperative teamwork. According to Barab and Duffy, “learning in these

contexts centers on participation and the ways that newcomers progressively enter into a more

central role in the community. As a result of participation, both practices and identities advance”

(Jonassen & Land, 2012, p. 17).

One of the four characteristics of learning communities emphasizes “mechanisms or

technologies for sharing what is learned are central” (Jonassen & Land, 2012, p. 17). Social

media has been a popular medium to create informal learning environments. Initially, recognized

social media tools (i.e. Facebook and Twitter) have been used in academic institutions to

encourage learning methods. In recent years, organizations have assimilated and become more

accepting to internal platforms that form online learning communities which can be monitored

in-house. One of the components to create a learning organization is having learning-oriented

leadership that supports workplace learning and “a learning culture that encourages open-minded

attitudes toward learning and has sufficient financial resources and time for employee learning

experiences” (Jeon & Kim, 2012, p. 211).

Two professors from the University of Kentucky College of Pharmacy conducted an

experiment using informal learning and online tools. An informal learning strategy was designed

to utilize a Facebook group page to achieve two main objectives: (a) to expose students to

contemporary subjects related to pharmacy management, leadership, and business; and (b) to

expose students to the viewpoints of outside pharmacy management and leadership experts (Cain

& Policastri, 2011). Cain and Policastri (2011) conducted the study through a mixed-methods

approach using questionnaires, exams results, and a student focus group. The authors concluded

that having no mandates to participate allowed for an informal learning experience to manifest

organically. The researchers also reported this learning environment proved successful resulting

from the student involvement and feedback as well as giving the learners exposure to pertinent

real world issues through external professionals (Cain & Policastri, 2011).

Providing online learning environments would not only mitigate issues that may arise due

to multiple physical locations of learners but also offer a platform that will facilitate a

Knowledge Forum. This is commonly referred to as a learning community that “emphasized

collective building and improvement of ideas” (Jonassen & Land, 2012, p. 17). This occurs

through the use of technology tools that “support students to post their ideas and notes, comment

on and add to others’ ideas, organize their own and others’ ideas according to different

conceptual frames” (Jonassen & Land, 2012, p. 17).

Informal learning is viewed as an internal process which occurs outside of a formal

process and can be referred to as “the experiences of everyday living from which we learn

something” (Ziegler et al., 2014, p. 61). Simply stated informal learning is contrary to formal or

traditional learning. The process of informal learning differs from formal learning styles since

there are no defined learning outcomes established and tends to occur organically outside of

instructor led trainings. Formal learning entails structured trainings given to achieve set

objectives, generally within an educational setting. Typically, informal learning is directed by the

learner with no arranged curriculum. The learning can take place in group environments through

learning communities and community of practices.

Informal Learning in Organizations

An early categorization of informal learning given by Knowles (1950) states that this

learning method occurs outside of a structured environment and is typically self-directed. So the

learner is accountable for the learning process and outcomes (Zhao & Kemp, 2012). While

formal learning entails that it is held in a set location like a classroom and content is selected for

the learner with assigned learning tasks (Knowles et al., 2012). Eraut (2004) proposes that

reflection is a principal theme in informal learning, along with characterizing informal learning

void of an instructor and offers more flexibility for the learner (Zhao & Kemp, 2012). The

learning can take place in group environments through learning communities and community of

practices (Wenger-Trayner & Wenger-Trayner, 2015).

Another concept to consider when assessing informal learning is the aspects of social

learning systems. According to Wenger (1998) there are two factors to consider when

understanding a social learning system. The first aspect relates to social competence and

personal experience of the individual, and the second area entails three distinct modes

(engagement, imagination, and alignment).

Informal learning can be categorized in the following three modes, individual, group, and

organizational. Berg and Chyung (2008) explain that each has defining attributes and play a part

in the success of a learning organization. Senge has been accredited with promoting the concept

of the learning organization, which is defined as “an implicit set of shared meanings and values

amongst its people that yields learning and knowledge transmission” (Berg and Chyung, 2008, p.

229).

Is it agreed that informal learning is one the most commons forms of adult learning in the

workplace. However, Ellinger (2005) an assistant professor of Human Resource Education

suggested further studies are needed to explore best practices on how informal learning should be

supported, encouraged, and developed in organizations. Ellinger authored a study to examine

contextual factors that positively and negatively impact informal learning, and identified

recommended practices. Ellinger (2005) cited Watkins and Marsick’s definition of informal

learning which guided her research assessing contextual factors, based on learning from

experience; embedded in the organizational context, oriented to a

focus on action; governed by non-routine conditions; concerned with tacit dimensions

that must be made explicit; delimited by the nature of the task, the way in which the

problems are framed, and the work capacity of the individual undertaking the task; and,

enhanced by proactivity, critical reflectivity and creativity. (p. 391)

Through studying the correlation between contextual factors and employee informal

learning Ellinger’s (2005) intent was to understand how this type of learning is facilitated,

promoted, and nurtured in organizations. The Teaching Firm Project, a study of informal

learning revealed contextual factors “such as incentives, promotion criteria, and job security”

(Ellinger, 2005, p. 392) had a substantial influence. Ellinger (2005) led a qualitative case study

sampling organizations that were: (a) dedicated to employee development; and (b) employed

learning strategies to encourage individual, team, and organizational learning.

After conducting her research Ellinger (2005) derived several themes which led her to the

following findings related to the influence of contextual factors and organizational informal

learning. She determined leaders and managers needed to improve facilitation skills connected

to informal learning, develop employees’ team and collaborative proficiencies to foster collective

learning, and provide a physical infrastructure that will motivate informal learning (i.e. designing

open spaces and offering networking opportunities for employees to meet each other).

Considering the constructs and implementing the appropriate contextual factors is

“fundamental to building networks and communities of practice that foster conditions for

informal learning” (Ellinger, 2005, p. 412).

The school of thought from learning theorists and practitioners states that informal

learning is the principal way individuals acquire skills, information, and knowledge in the

workplace via “talking, observing others, trial and error, and simply working with people in the

know” (Cross, 2014, Chapter 25, Section 1, para. 1). Informal learning is closely associated with

learning by experience. Lucas and Zilliox (2014) describe experiential learning as the process of

learning through experience based on the learner’s activity, reflecting on the act of learning, and

ability to apply what the participant has learned in the real world. Cross (2014) compares the

event of learning to ride a bike to informal learning and describes this activity as a natural

experience in which learning takes place. Formal learning has been described as “riding a bus, as

the route is preplanned and the same for everyone” (Berg & Chyung, 2008, p. 230).

Informal learning in a workplace environment can be achieved through providing

documentation, case studies, guided tours, and mentoring for employees (Cross, 2014). The

literature agrees that no single method of learning exists in organizations and a blended approach

is needed to meet the needs of complex systems and establishments. As organizations

commission employees to be more accountable for their own learning and development in the

workplace a “focus on creating learning-oriented organizations that promote cultures, policies,

and procedures conducive to fostering continuous learning” (Ellinger, 2005, p. 390) has

occurred.

When assessing the relationship between organizational and task factors Jeon and Kim

(2012) studied the effectiveness of informal learning through peer interaction and learning by

doing tasks. Through studying the effectiveness of informal learning Jeon and Kim (2012)

sought to determine if job competencies improved in the workplace. Scholars have identified

employees get value from interacting with others. Peers and management may serve and act in

the capacity of informal workplace trainers which assist in employee learning. Further research

can be done regarding the task factors, but the complexity and frequency of tasks have shown to

be significant characteristics for informal learning. The records surveyed was secondary data

taken from the 2007 Human Capital Corporate Panel and collected by the Korea Research

Institute of Vocational Education and Skill Training (KRIVET).

Jeon and Kim (2012) found that senior leadership in human resource development

(HRD), along with open communications bolstered the effectiveness of informal learning. There

was not a statistically significant relationship between an innovative culture and informal

learning. However, this study displayed a positive aspect in increasing effectiveness from “three

task factors: (a) frequency of new task situations as task characteristics, (b) satisfaction with the

task itself, and (c) utility of knowledge and skills obtained from a task” (Jeon & Kim, 2012, p.

209). When employees comprehended that knowledge and skills attained from doing current

tasks were beneficial to other organizations informal learning proved more effective.

Informal Learning Models

The 70-20-10 Model was introduced in the 1980s by Robert Eichinger and Michael

Lombardo from the Center for Creative Leadership (Pontefract, 2014). Eichinger and Lombardo

constructed the 70-20-10 Model by interviewing senior executives to examine where they

derived meaningful learning, development, and growth in their skills (Pontefract, 2014). The

researchers reviewed how the executives managed or led from collecting the individual's’

experiences and designed three aspects comprising the 70-20-10 Model. They categorized 70%

of learning comes from on-the-job experience, 20% comes from learning from others, and 10%

comes from formal training (Pontefract, 2014). Pontefract (2014) emphasizes the study was

administered in the 1980s before corporations had access to the internet. So Eichinger and

Lombardo were unable to capture newer methods of informal learning in their study such as

online mediums that have transformed present day learning environments. Pontefract (2014)

argues that the 70-20-10 Model did not offer concrete empirical evidence supporting the notion

that learning in the workplace happens per the 70-20-10 rule. He further explains Eichinger and

Lombardo only interviewed executives who make up a small group of an organization’s

workforce.

Another framework that showcases informal learning is the 3-33 Pervasive Learning

Model which suggests learning ensues in three equal parts (a) formal, (b) informal, and (c) social.

According to Pontefract (2014) “the modes a leader should utilize to enhance the behaviors of

connecting, participating, and collaborating” (Chapter 24, para. 3) transpire through pervasive

learning. Further explanation of the 3-33 Pervasive Learning Model includes the below tactics:

•Thirty-three percent formal learning — eLearning, conferences, rotations, performance

reviews, virtual classroom, forums, conferences

•Thirty-three percent informal learning — mentoring, shadowing, coaching, books,

articles, websites, workshops, podcasts, webcasts, case studies

•Thirty-three percent social learning — wikis, user generated content, ratings, comments,

blogs, videos, friending, videos, tagging, micro-blogging, discussions (Pontefract, 2014)

The Pervasive Model defines informal learning as an “opportunity without

conventionalism that provides guidance, inspiration, expertise, or acumen in a non-formal

environment” (Pontefract, 2014, Chapter 24, section 4, para. 3). In particular, informal learning

through this framework allows leaders to play a role in the learning process of an organization

through sharing short pieces of content with employees. This can relate to various subjects

connected to the business or upcoming company changes.

Informal Learning in the Workplace

A study conducted by Berg and Chyung (2008) investigated the relationship between

informal learning engagement and learning organization characteristics such as personal factors

like education, age, and gender. The researchers’ used anonymous survey questionnaires sent

through five professional listservs relating to L&D and attained a total of 125 volunteer

participants. The findings revealed that differences associated with gender and educational level

did not affect the informal learning engagement. However, the study concluded as an

“employee’s age increased, so did the degree of informal learning engagement” (Berg and

Chyung, 2008, p. 238). The data collected highlighted that as age increased so did the informal

learning activities related to searching the web and referencing professional journals and articles.

Informal Learning and Culture

As most learning theories and practices used in the workplace originate from the United

States and other Western societies Kim and McLean (2014) researched what affect differing

cultural factors had on informal learning. They reviewed studies and generated a literature

review analyzing national culture and the following five Hofstede’s Cultural Dimensions in

relation to factors of informal learning (a) Power distance, (b) Collectivism/individualism, (c)

Femininity/masculinity, (d) Uncertainty avoidance, and (e) Long-term/short-term orientation.

Below are five of Hofstede’s Cultural Dimensions that Kim & McLean (2014) selected to

compare when reviewing informal learning in organizational settings:

•Power distance — attitudes on feedback, involvement in knowledge sharing,

selfdirectedness, and preference for learning source may be different by the degree of

sensitivity in the relationship with people who have power

•Collectivism/individualism — collective prefer group activities to activities focused

on individual values and goals compared with people from individualistic culture

•Femininity/masculinity — feminine individuals tend to care about social approval

within the team, learning group, or organization, whereas, in masculine cultures, they

are usually goal oriented and tend to emphasize learning outcomes

•Uncertainty avoidance — individuals may show a different level of anxiety about the

self-controlled learning environment

•Long-term/short-term orientation — long-term motivations and goals for learning are

generally for future success or change/short-term learning motives in present

problems or imminent work performance rather than self-development (Kim &

McLean, 2014, p. 51)

Further emphasized by the researchers was the importance of considering cultural

perspectives when evaluating workplace settings and needs (Kim & McLean, 2014). Some of

the findings suggest that “adult education and workplace learning professionals need to attend to

cultural influences and efforts at indigenization when foreign theories or practices are adopted”

(Kim & McLean, 2014, p. 39). The authors note that outcomes of informal learning in one

culture may differ from those with varying cultural dimensions; individual variability is apparent

so instances of different behaviors will be evident.

Informal learning tools. Bielaczyc and Collins describe, “the defining quality of a

learning community is that there is a culture of learning in which everyone is involved in a

collective effort of understanding” (Jonassen & Land, 2012, p. 16). The role in which

sociological interactions play in learning environments is key for beginner students to attain

expert knowledge. Poll Everywhere enables the learning process to move from just sharing

content to reflecting upon what was learned in that situated environment.

Poll Everywhere is a web-based tool that supports real-time polling experiences which

can be employed in a range of settings and different environments (Poll Everywhere,

2017). Online polling can be accessed through mobile devices instantly with the audience able to

respond concurrently to live presentations. According to Poll Everywhere’s website, almost 75%

of Fortune 500 companies use Poll Everywhere as an engagement tool that is used for marketing

presentations, training, and tradeshows events (Poll Everywhere, 2017). They also state that tens

of thousands of educators around the world use Poll Everywhere in a various classrooms

environments. This ranges from settings in elementary schools to lecture halls in higher

education (Poll Everywhere, 2017).

Poll Everywhere uses humor and a unique language and terminology that introduce a

distinct philosophy which is quickly apparent. The community of Poll Everywhere users connect

on the official website and twitter. A certain culture that has supports educational initiatives and

innovative ways to engage learners and audience participants has manifested. Various poll types

include open-ended poll, the multiple choice poll, a poll that can use images instead of worded

answers, the ability to import existing quizzes from Word, and a poll that can add mathematic

equations (Poll Everywhere, 2017).

Formal Learning Environments and Cognitive Apprenticeship

According to the 1987 report titled Cognitive Apprenticeship: Teaching the Craft of

Reading, Writing, and Mathematics, written by Allan Collins, John Seely Brown, and Susan E.

Newman, schools have been fairly effective in transferring sizable amounts of conceptual and

factual knowledge, but have failed to place proper emphasis on “processes that experts engage in

to use or acquire knowledge in carrying out complex or realistic tasks” (Collins et al., 1987, p.

2). Traditional apprenticeship methods which center on mastering skills in physical settings,

such as work creating products or building artifacts (i.e. tailoring and carpentry) have also found

to be suitable in present learning environments. However, the concentration is now placed on

cognitive and metacognitive facilities instead of physical skills and processes. Cognitive

apprenticeship is meant to develop expert skills to deal with complex tasks.

The writers recognize that before the establishment of formal schooling, apprenticeships

were how learning and knowledge was shared, allowing students to attain expert knowledge.

The paper identifies that the specialization of learning in schools has disconnected the

knowledge and information taught to students with real world application (Collins et al., 1987).

Also highlighted in the article is the issue of procuring surface knowledge. This occurs when

the learner becomes familiar only with problems and material referenced in textbooks and class

presentations, but is unable to solve problems he/she has not previously encountered. Another

downside of formal learning environments addressed in the report is the inability of students to

develop their skills by not utilizing accessible resources. The authors suggest that a model of

processes is needed to offer students with strategies and a set course of actions to improve their

abilities (Collins et al., 1987).

The framework designed by Brown and his two colleagues took into account various

learning theories and evaluated three success models when designing their proposed paradigm of

cognitive apprenticeship. The authors’ research targeted examples of students’ forming thinking

and problem solving skills in the areas of reading, writing, and mathematics. It was commonly

found that all three methods briefly detailed in the following section used modelling, coaching,

and fading to move the novice learner closer to the expert level.

Three Success Models.

1. Reciprocal teaching of reading from Palinscar and Brown

“The basic method centers on modeling and coaching students in four strategic skills:

formulating questions based on the text, summarizing the text, making predictions about

what will come next, and clarifying difficulties with text” (Collins et al., 1987, p. 5- 6).

2. Scardamalia and Bereiter’s procedural facilitation of writing

“This analysis provides the basis for a set of prompts that they call procedural facilitation,

designed to reduce students’ information-processing burden” (Collins et al., 1987, p. 8).

This method is aimed to accomplish complex tasks through limiting the number of

problem-solving statements to choose from, along with providing a model which includes

five processes with specific prompts to assist students in planning their writing

assignments (Collins et al., 1987).

3. Schoenfeld’s method for teaching mathematical problem solving

“This method is based on a new analysis of the knowledge and processes required for

expertise” (Collins et al., 1987, p. 10). Schoenfeld compiled a set of heuristic strategies

taken from Polya’s problem-solving heuristics, as well as control strategies and

productive beliefs (Collins et al., 1987).

A framework of cognitive apprenticeship. Based on the research from Collins, Brown

and Newman the four dimensions that comprise any learning environment are (a) content, (b)

method, (c) sequence, and (d) sociology. They detailed these four aspects relating to designing

or assessing learning environments related to the studies on reading, writing, and mathematics.

Content. According to the authors there are four types of knowledge needed to achieve

an expert proficiency in an area. This includes domain, problem solving strategies and heuristics,

control strategies, and learning strategies. The four types of content can be divided into explicit

(strategic) or tactic knowledge. Domain content is based on conceptual, factual, and procedural

knowledge. The report argues that the basis of domain knowledge used solely in educational

learning is not an adequate mode to attain expertise in a field of study. To gain tacit knowledge

the three strategies listed above (problem solving, control, and learning) are advocated (Collins et

al., 1987).

Method. The authors developed six teaching methods of cognitive apprenticeship to be

applied in learning environments, which are the following (a) modelling, (b) coaching, (c)

scaffolding, (d) articulation, (e) reflection, and (f) exploration. These six techniques were

grouped into three categories by the writers. Central to the theory of cognitive apprenticeship are

modelling, coaching, and scaffolding, “designed to help students acquire an integrated set of

cognitive and metacognitive skills through processes of observation and of guided and supported

practice” (Collins et al., 1987, p. 16). Articulation and reflection are the subsequent methods

explained to aid students in their observations of problem solving and conscious awareness and

control of their problem solving strategies. Exploration is the last approach which supports the

learner in performing processes desired for expert problem solving, as well as identify and frame

problems to be solved (Collins et al., 1987).

Sequencing apprenticeship by lave. Jean Lave’s (in preparation) examination of

apprenticeship stressed the significance for modifying learning objectives based on the various

stages of skill acquisition. This specifically correlated to the sequence and activity of each phase

of learning. Three principles which were identified to direct the progression of expert problem

solving skills as a part of the cognitive apprenticeship model are increasing complexity,

increasing diversity, and teaching global before local skills. Following a sequencing pattern

allows the learner to construct a theoretical framework before exploring the details of a skill

(Collins et al., 1987).

Chapter 2 Summary

This review of literature provided a comprehensive overview of conflict, conflict models

and transformative mediation practices. Chapter 2 also discussed how conflict between

individual stakeholders is central to breaking continuous cycles of conflict (Furlough, 2005) and

has the potential to prevent future clashes. Examining the underlying forces of conflict allows

individuals and organizations to assess destructive motivators which cause barriers that can limit

organizational performance, innovation, and efficiency (Bergiel et al., 2015; Jehn et al., 2005;

Tjosvold, 1997; Wilmot & Hocker, 2011). As organizations have increasingly become denser

with added tiers of hierarchy, creating change can be challenging in environments which have

formed silos that work independently of one another instead of collaboratively (Kotter, 2012).

Applying various learning approaches, open dialogue, and collaborative techniques allows

individuals to proactively manage existing conflict, along with preventing impending struggles.

Chapter 3 will offer a detailed account of the research design and methodology for this

qualitative study exploring the best practices, strategies, and challenges of ADR practitioners

when promoting conflict management competencies in organizations.

Chapter 3: Research Design and Methodology

Introduction

This is a qualitative research study that gathered the personal experiences of Alternative

Dispute Resolution specialists in relation to best practices associated with Conflict Management

strategies used in organizations (Creswell, Hanson, Clark, & Morales, 2007). Within this

chapter, the methods for data collection will be explained in detail, laying out the reasoning for

choosing a phenomenological design for this study. Chapter 3 will also describe the processes

for selecting human subjects for the study while adhering to the standards established by the

Institutional Review Board (IRB). Additionally, the process of deciding on the appropriate

population and participation sample will be featured. In terms of the methodology and

procedures for data collection, the techniques and protocols that have been employed to conduct

the participant interviews will be listed. The processes for testing validity and reliability will be

illustrated as well. Furthermore, the researcher’s bias as an Alternative Dispute Resolution

scholar will also be reflected in the chapter. In part, this section will encapsulate the data

analysis activities administered in the study and recognize themes derived from the data collected

(Creswell, 2014).

Re-Statement of Research Questions

In this chapter the following are the central research questions that are core to the purpose

of this phenomenological study:

•RQ1: What strategies and practices do Alternative Dispute Resolution specialists employ

to promote conflict management?

•RQ2: What challenges are faced by Alternative Dispute Resolution specialists in

implementing strategies and practices to promote conflict management?

•RQ3: How do Alternative Dispute Resolution specialists measure the success of these

strategies and practices to promote conflict management?

•RQ4: What recommendations do Alternative Dispute Resolution experts have for

enhancing structures and networks to develop conflict management competencies?

Nature of the Study

The qualitative approach chosen for this study was designed using a phenomenological

framework to investigate the shared experiences of a selected group of leaders and experts in the

field of Conflict Management (Polkinghorne, 1989). Qualitative research is a method that is

commonly applied in the fields of social sciences and psychology and is an approach for

investigating and grasping (Creswell et al., 2007; Giorgi, 1997) “the meaning individuals and

groups ascribe to a social or human problem” (Creswell, 2014, p. 4). The forte of qualitative

inquiry falls in the blending of the proposed research question, information collected, and

analysis of the data gathered (Nuttall, Shankar, Beverland, & Hooper, 2011; Richards & Morse,

2013).

Several key distinctions construct this approach and offer a framework that adds rigor to

the research (Conklin, 2007). Qualitative studies include an overall explanation of actions and

viewpoints of a specific set of individuals using variables, theories, and assumptions that are

guided by the researcher’s theoretical lens. In turn, these speculative principles befit both

deductive and inductive processes of “building data to broad themes to a generalized model or

theory” (Creswell, 2014, p. 65), resulting in differing end points. Thus, this would result in a

transcribed research study or report that presented the accounts of the participants interviewed,

the researcher’s reflexivity, a multifaceted description of the issue, and furthered the body of

literature or sought a change for reform (Creswell, 2014). In some instances, qualitative research

does not apply overt theory, as it would in phenomenology, which seeks to understand the

experiences of the participants being studied.

Agreement has been formed to establish several common characteristics in qualitative

research. One component involves qualitative researchers conducting and gathering data in a

natural setting (Andrade, 2009). This takes place when a researcher collects data at the location

where the participants being studied encounter the problem researched. Carrying out in-person

inquiry allows for the researcher to observe the participants in their actual environments and

witness behaviors and actions otherwise not examined through instruments or artificial scenarios

(Creswell, 2014). Another feature connected to this method is the researcher’s position as the

central instrument in the data collection procedures. The researcher acts as the primary channel

for amassing information as s/he investigates material, examines literature, conducts interviews,

and views behavior.

Qualitative research is indicative of requiring multiple sources of data that includes an

array of information obtained to be interpreted, categorized, and grouped in themes that represent

all the data sets (Creswell, 2014). A subsequent characteristic of qualitative research entails the

practice of inductive and deductive data analysis that structures the research into themes. The

inductive flow groups related themes and data, while the deductive process involves the

researcher reviewing data to see if further evidence is required to back the established themes

(Creswell et al., 2007). Another factor of qualitative research involves the researcher

understanding the meanings that the participants have connected to the problem in order to

exclude any meaning or bias that the researcher would offer the study.

There also exists the assumption that emergent design demonstrates how various phases

of the research study might evolve and change from an original research plan once the data is

gathered. Modifications would include altering questions or substituting study participants

(Creswell, 2014). Another consideration is reflexivity, which occurs throughout the research

process. Reflexivity takes place when the researcher contemplates their role during the research

activities. Through these periods of reflection, the researcher can recognize how their own

personal perspectives, background, and experience can impact how they interpret the data

collected and the themes they construct (Creswell, 2014). Finally, qualitative research assembles

a representation of various perspectives that form a broad overview of the problem studied based

on the information harvested (Creswell, 2014).

Qualitative research can be directed through any number of the following methods (a)

grounded theory, (b) case study, (c) phenomenology, (d) narrative, and (e) ethnography

(Creswell, 2014; Marshall & Rossman, 2011). Based on the subject area of study, one of the

preceding research designs can be applied to explore the identified issue. Grounded theory is

when a researcher focuses on theoretical processes, activities, or contact centered on the

viewpoints of the participants; grounded theory encompasses several levels of information

gathering and revisions to themes (Creswell, 2014). A case study framework relates to the

grounded theory design, although in a case study, the researcher collects specific data by

employing a range of procedures to attain information that are limited by time and activity

(Creswell, 2014). Narrative design integrates the views of the participants with those of the

researcher’s through storytelling (Clandinin & Connelly, 2000; Creswell, 2014; Riessman, 2008).

Phenomenological design is similar to narrative studies with the focus on interviewing

individuals; however, phenomenological design concentrates on the shared experiences of a core

group of individuals (Creswell, 2014; Giorgi, 2009; Moustakas, 1994). In an ethnography

design, the researcher, through observations and interviews, investigates the attitudes and

behaviors of individuals or a unit within a distinct culture.

A key staple of qualitative research involves exploring a phenomenon that has not

previously been studied in depth; thus, at the initiation of the study, the researcher lacks

knowledge of the core variables that need to be investigated. Along with investigating new

research on an understudied problem, qualitative research is also valuable when a particular

sample group has not been tapped to be studied for a specific issue. Additionally, this approach

can be utilized if certain theories do not correlate with a precise sample group (Creswell, 2014;

Morse, 1991). Qualitative research gives the researcher more flexibility to work with additional

research design models, along with offering a space that allows creative and innovative methods

and procedures to be used. However, some researchers prefer to work with established

parameters and structured procedures that are provided through a more conventional research

approach generally found in quantitative studies (Creswell, 2014; Shah & Corley, 2006).

While qualitative research has numerous benefits depending on the subject area of study,

the problem or issue identified, and the methods applied to enhance rigor of the research process

there are some limitations. Some quantitatively-preferential researchers denounce qualitative

research as lacking accuracy and thoroughness due to the small sample size, researcher’s bias

based on personal beliefs and views, and the unsystematic process that supports research that is

subjective (Chowdhury, 2015). Furthermore, the methods of qualitative analysis use

observations and interviews that retrieve personal knowledge and comprehension of the

individual. This can expose disparities between what the participant describes, believes, and

actually demonstrates through behaviors and actions (Deutsch, 1973). In addition, the act of

observation during research can weaken the reliability of the data and in turn impact the validity

of the study. This can be caused by the researcher’s bias or attendance during the interview

process, which has the potential to influence the participants (Chowdhury, 2015). Lastly,

Richards and Morse (2013) suggest that the effort and time the researcher spends on data

gathering procedures (e.g. conducting interviews, transcriptions, and research analysis) possibly

extends the time it takes to complete qualitative research comparative to quantitative studies

(Chowdhury, 2015).

Chowdhury (2015) emphasizes that regardless of the fallbacks associated with qualitative

research, there is a substantial amount of proof that supports the “authenticity, robustness,

validity, and capacity” (p. 1138) of the approach. In this study, the data gathered from the lived

experiences shared by Alternative Dispute Resolution specialists will commission the

characteristics of qualitative research to examine how this group of participants promotes conflict

management strategies and practices in organizational settings. The nature of this study will use a

qualitative approach to build a framework to enhance conflict management standards and

competencies within organizations.

Methodology

The research method selected for this study is a phenomenological design. This method

originated in the fields of psychology and philosophy (Giorgi, 1997; Moustakas, 1994) “in which

the researcher describes the lived experiences of individuals about a phenomenon as described by

the participants” (Creswell, 2014, p. 13). Husserl founded this methodology that was influenced

by a 20th century philosophical movement, called hermeneutical phenomenology (Richards &

Morse, 2013). Richards and Morse (2013) explain the hermeneutical phenomenology from the

vantage point of being a “descriptive, reflective, interpretive, and engaging mode of inquiry” (p.

67) that captures the essence of the experience from the subjects’ studied (Creswell et al., 2007).

Conklin (2007) states that phenomenology is a complex

approach to comprehend complicated issues that apply interpretive inquiry to elicit academic

insight. The ability to deduce using a thoughtful nature and an aptitude to message research

relating to the human sciences through skilled prose is also a characteristic of phenomenology

(van Manen, 1990). In relation to this study, a phenomenological design will be applied to

determine how organizations can implement conflict management strategies and practices by

understanding the experiences of leaders and specialists in the field of Alternative Dispute

Resolution.

Structured process of phenomenology. Eliciting the responses of a small group of

participants’ experiences who share a common phenomenon provides an explanation that the

researcher can report on applying this method. Phenomenology emphasizes philosophical

qualities and characteristically gathers data through interviews (Creswell, 2014; Giorgi, 2009;

Moustakas, 1994). This is in line with hermeneutical and transcendental features of

phenomenology (van Manen, 1990).

Appropriateness of phenomenology methodology. This study was designed to identify

the strategies and practices employed by Alternative Dispute Resolution experts and leaders to

enhance conflict management competencies. Furthermore, the study sought to identify what

challenges these individuals encounter when implementing conflict management strategies and

practices in organizational systems. Additionally, how success is measured.

Research Design

Research designs, also referred to as strategies of inquiry, can be achieved using either a

qualitative, quantitative, or mixed methods approach (Creswell, 2014; Denzin & Lincoln, 2011).

The intention of this qualitative study is to investigate and identify best practices and strategies

that Alternative Dispute Resolution specialists utilize to promote conflict management

competencies to alleviate organizational conflict. The following details the various components

needed to obtain data during the participant selection and interview process.

Analysis unit. The participant interviewed for the paper will be a leader and expert in the

Alternative Dispute Resolution arena who has worked with organization(s) related to conflict

management. The objective of the research study is to explore common standards and challenges

Alternative Dispute Resolution specialists experience when implementing conflict management

strategies to handle an array of disputes inside a professional environment. The characteristics

identified for unit of analysis are as follows: (a) not gender specific; (b) can be a male or female

between the ages of 30 to 75; (c) have experience in the field of Alternative Dispute Resolution

for at least three years in the private, public, or educational sectors; and (d) can have a minimum

of a two-year gap not practicing in the Alternative Dispute Resolution field.

Sample size. The sample size for the study consisted of 15 participants who met the

criteria outlined in the unit analysis section. Creswell (2014) explains that the average number of

participants for qualitative research ranges from two to thirty human subjects dependent on the

research design selected for the study. The standard for phenomenology is typically between

three to ten participants (Creswell, 2014). In previous writings, Creswell supported that the

count should be from five to twenty-five, while Morse (1994) stated that a minimum of six

participants would suffice. A saturation point is what regulates the number of participants

engaged in a qualitative study (Richards & Morse, 2013). Generally, saturation is reached when

the researcher no longer extracts new information based on the small sample size (Chowdhury,

2015; Creswell et al., 2007; Creswell, 2014). For the purposes of this phenomenological study,

there was 15 participants interviewed who met the unit analysis criteria through methods of

purposeful sampling.

Participant selection. A key characteristic of qualitative research is the selection process

of the participants (or sites) for the study (Richards & Morse, 2013). This selection process is

purposive sampling. The process entails choosing the most appropriate examples connected to

the researched phenomenon. Miles and Huberman (1994) detailed four factors that may need to

be determined during data collection procedures. These factors include the researched setting,

participant, activities observed, and the process undertaken by the individuals studied within the

environment (Creswell, 2014). The intent of this study was to recruit human subjects that

exemplify the traits required to participate in the study, as well as the participants’ contribution

resulting from their expertise, time, and acknowledged relevance to the phenomenon (Richards &

Morse, 2013).

Sampling frame to create a master list. Establishing the sampling frame for this study

was initiated by adhering to the following steps:

•An initial list was created by the principal researcher using three public websites. The

first website was the 15th annual Online Dispute Resolution Conference webpage. This

website publishes the names and a brief professional biography of each of the speakers

and presenters of the 2016 conference. The second website reviewed was the Southern

Methodist University’s Center of Dispute Resolution and Conflict Management. A list of

the names and biographies of scholars and practitioners associated with the Center is

publicly available on the website. The third website was Mediate.com, which is an

online directory of Alternative Dispute Resolution practitioners that includes the names,

contact information, and expertise of the professionals listed. Additionally, the principal

researcher searched for participants on LinkedIn groups relevant to Alternative Dispute

Resolution professionals.

•If further participants were needed, then the researcher applied the snowball sampling

technique. This practice recruits potential participants that meet the criteria of inclusion

through recommendations from the human subjects already participating in the study

(Richards & Morse, 2013). Based off this information the researcher constructed a

preliminary sample list.

•The researcher conducted a public search of the individuals added to the preliminary

sample list to obtain an email address utilizing public websites such as LinkedIn,

businesses, or educational institutions. Once an email address was acquired a recruitment

script was sent to the persons recorded on the initial sample list.

•The sample list was saved as an excel spreadsheet. To protect the document a password

was created to access the electronic file and saved on the researcher’s personal computer.

The electronic file was backed up on a USB drive that is locked in a desk drawer of the

researcher to protect the identity of potential participants and promote confidentiality and

safekeeping standards.

•The sample for this study was determined by utilizing inclusion and exclusion criteria to

produce a final list of 25 possible human subjects to be interviewed. The participants

were identified by using the unit of analysis criteria.

•To narrow the sample size to 15 participants, inclusion and exclusion criteria were

followed. Then the criterion for maximum variation was employed.

•Ten alternate participants were selected if for any reason (e.g. scheduling differences or

geography) the initial 15 participants could not participate in the study.

Criteria of inclusion. The inclusion criteria are comprised of the following directives:

•Not gender specific; can be a male or female between the ages of 30 to 75.

•Have experience in the field of Alternative Dispute Resolution for at least three years in

the private, public, or educational sectors.

•A minimum of a two-year gap not practicing in the Alternative Dispute Resolution field is

acceptable.

•Referred to the researcher by other Alternative Dispute Resolution experts.

•Offers consent to be recorded.

Criteria of exclusion. The exclusion criteria consist of the subsequent items:

•Individual does not sign or agree with the terms of the informed consent form.

•Participant must be available to be interviewed within a 30-day window from when the

data collection process begins.

•If the participant is not within geographic proximity which prohibits the interview.

•If the participant is not available for in person interview.

•Referred to the researcher by other Alternative Dispute Resolution experts.

•Individual does not confirm that he/she meets the criteria of inclusion requirements.

Purposive sampling maximum variation. The study demonstrates the ensuing criteria

for maximum variation. In the instance, if criteria for inclusion and exclusion had been applied

and there are more than 20 participants the principal researcher would have utilized the criteria

for maximum variation. This includes the following:

•The study was available to individuals from either gender or persons of any ethnic, racial,

or religious background.

•Participants can reside in and outside of the United States.

Human Subject Consideration

To protect the human subjects that participate in this study, the Institutional Review

Board (IRB) guidelines and protocols were observed. The reason IRB committees exist at

educational institutions like colleges and universities are to meet “federal regulations that

provide protection against human rights violations” (Creswell, 2014, p. 95). The IRB mandates

that the researcher evaluate the possible risk participants may encounter by being involved in the

study. Factors that should be considered are psychological and physical in nature. Further

elements that need to be taken into account are social, economic, and potential damage carried

out in a legal setting (Sieber, 1998). In addition, the researcher is responsible to consider groups

and populations that are disadvantaged and/ or susceptible to being exploited. A few examples

of these members of society are the disabled (mentally and physically), adolescents, pregnant

women and their fetuses, the incarcerated, and individuals who have been victimized (Creswell,

2014). After concluding that there is minimal risk to the human subjects involved, and meeting

all other requirements of the Pepperdine Institutional Review Board (IRB), the primary

researcher completed and submitted an exempt application for review. Included with the IRB

application was the informed consent form (Appendix A) and recruitment script (Appendix B).

When the committee approved the IRB application, the researcher began the recruitment

procedures to attain study participants.

Possible risks that the participants might have experienced from their involvement in this

study include feeling uncomfortable with the set research questions or follow up inquiry, lack of

interest or boredom, and fatigue from sitting for a long period. Potential societal benefits may

consist of practical applications derived from this research study, which would support a

framework to improve learning initiatives focused on advancing Conflict Management

proficiencies in organizations. Organizations and institutions experiencing transition, going

through a transformation, or facing challenges can benefit from leveraging innovative ways to

reduce or prevent conflict among stakeholders.

Participants who agreed to partake in the research study were given an informed consent

form, along with information related to (a) the purpose of the study, (b) Pepperdine University’s

IRB protocol, and (c) a copy of the interview questions. Confidentiality of participants was

maintained during the research process. To minimize risk and protect the identity of participants,

pseudonyms will be used when reporting the results. To further ensure confidentiality, no other

specific identifying information was reported in the study such as organization and client names.

The researcher will only know the identity of the human subjects. The information collected and

analyzed (e.g. recorded interviews, transcriptions, notes, and coding sheet) will only be available

to the researcher and secured on a USB drive as described in previous sections for three years.

Paper files and notes were destroyed immediately after the study was concluded. Participation in

the study is voluntary and the participants had the right to request to be removed from the study

at any time. The reported findings will be available for the participants to review after the study

has been completed.

After the sample list was identified and the researcher received IRB approval to conduct

the study, the official data collection process commenced. Using the master sample list created

from the 15th annual Online Dispute Resolution Conference website, the researcher utilized

contact information found publicly via online mediums like LinkedIn and other internet sites to

reach out to individuals. The recruitment script was shared with persons on the original sample

list through email or phone conversations to inform individuals of the purpose of the research

and to grasp their interest and fit for the study. Additionally, individual consent forms were

emailed to the potential participants also explaining the purpose of the study, and detailing how

confidentiality of names and data will be managed to protect the identity of the human subjects,

along with describing how information will be gathered and stored (Richards & Morse, 2013).

After participants were recruited and consent had been given, interviews were scheduled based

on the participants’ availability. Consent forms were emailed or mailed back to the researcher

before interviews took place. Participation in the study was voluntary and the human subjects

were able to discontinue the interview at any time and opt out of the study for any reason

(Richards & Morse, 2013).

Interview Techniques

Letiche (2006) describes phenomenology as comprising of procedural techniques of

inquiry and references the four steps to social investigation which explains a framework to

understanding the relationship between the researcher and the subject. Semi-structured interview

questions were used to explore the phenomenon of the 15 participants that meet the sampling

criterion. Twelve open-ended questions were asked, with an opportunity to ask direct follow-up

questions. Interviews were conducted face-to-face, using video conferencing and via phone

calls. Through interviews and a review of literature, the researcher was able to “discover the

structures, logic, and interrelationships that are contained in the phenomenon under

investigation” (Conklin, 2007, p. 277). All recorded (written, audio, and video) information

given by the participants was stored in secured locations. The ensuing list outlines interview

techniques recommended and used in participant interviews (Madjidi, 2016):

•Prepare follow up questions

•Allow for a space that fosters open dialogue

•Adhere to interview procedures and previously validated questions

•Do not interrupt or share viewpoints and opinions

•Do not ask leading questions

•Demonstrate active listening

•Stay unbiased

•Understand that disruptions may take place or feelings may be expressed during the

interview

•Refrain from showing emotional demonstrations, or expressing agreement or opposition

•Keep focused during the interview and remain on task

Interview Protocol

The following section will explain the process the researcher underwent to develop the

series of interview questions that were used in this study grounded on review of literature and

knowledge and experience of the researcher. A three-step process will outline how the researcher

established validity and reliability through prima-facie, peer review, and expert review.

Relationship between research and interview questions. The literature referenced in

the study was leveraged to construct interview questions that directly correspond to the core

research questions. From the four main research questions 12 subsequent interview questions

were developed with each research question having two to four interviews questions focusing on

the research inquiry. The objective of the researcher was to have questions that were designed to

be open-ended and categorized in methodical sequence and sensibly formed “to cover the ground

required” (Richards & Morse, 2013, p. 127). This semi-structuring strategy is effective when the

researcher has a span of familiarity with the subject matter being studied. The risk is to not allow

the structuring of questions to limit the quality of information or meaningful data relevant to the

research to be overlooked. Effort to craft semi-structured questions to prompt responses that

would broaden the topic through open discussion is important to optimize the interview

experience. Introducing and stating questions in a manner that encourages answers that are rich

and comprehensive should be taken into account by the researcher (Richards & Morse, 2013).

Validity and reliability of the study. Creswell (2014) acknowledges the variance

between validity and reliability in qualitative methods versus a quantitative approach (Kuckartz,

2014). The explanation for qualitative validity centers on “checks for accuracy in the findings”

(Creswell, 2014, p. 201) through adhering to set protocols, while qualitative reliability is

demonstrated by exhibiting uniformity comparative to other researchers and projects. The

aspects of validity and reliability in qualitative studies are reflected in the procedures of

purposive sampling, data collection, and research analysis (Chowdhury, 2015; Shah & Corley,

2006). According to Richards and Morse (2013) there are two guidelines that need to be

followed to ensure validity and reliability measures are met. One is to concentrate on the

appropriateness of the questions, information gathered, and methodology. The second tenet is

the ability of the researcher to account for each phase of the research process to build credibility

in the study and trustworthiness of the results (Conklin, 2007; Richards & Morse, 2013).

Prima facie validity. The initial step of validity was assessed via prima facie (by means

of the researcher) in which the central research questions were paired with comparable interview

questions in a table format. The initial ten interview questions are listed below to the

corresponding research question. The process of content validity was administered by the review

of literature, peer review, and expert review. In addition, a pilot study was facilitated to test the

content validity with a participant that matches the inclusion criteria. The goal is to test if the

questions are clearly stated, comprehended, and if questions needed to be added or

removed. Another factor assessed was determining if the amount of time allotted to complete the

interview was sufficient. Based on the pilot test no revisions to the amount of time scheduled for

the interviews were made.

Table 1

Research Questions and Corresponding Interview Questions

Research Questions Corresponding Interview Questions

RQ1: What strategies and practices do Alternative

Dispute Resolution specialists employ to promote

conflict management?

IQ 1: What planning process did you

engage in?

IQ 2: How did you get

various constituencies

involved in the planning

process?

IQ 3: How did you overcome

resistance or opposition to your plan?

RQ2: What challenges are faced by Alternative Dispute

Resolution specialists in implementing strategies and

practices to promote conflict management?

IQ 4: What challenges did you face in

the planning phase of the

implementation?

IQ 5: Did anything unexpected

happen that you had not planned for?

RQ3: How do Alternative Dispute Resolution specialists

measure the success of these strategies and practices to

promote conflict management?

IQ 6: How do you define and measure

your success for your intervention?

IQ 7: What final outcome were you

willing to settle for?

IQ 8: How did you measure and track

your success?

RQ4: What recommendations do Alternative Dispute

Resolution experts have for enhancing structures and

networks to develop conflict management

competencies?

IQ 9: How do organizational networks

and structures prevent and/or create

conflict?

IQ 10: What are some the lessons

learned? What are some things you

would have like to know?

Peer review validity. The succeeding step embodies the peer review process through

allowing others to evaluate the validity of the research and interview questions for the purpose of

this study. The researcher requested two doctoral students from Pepperdine University’s

Graduate School of Education and Psychology Organizational Leadership Program to peerreview

the initial list of interview questions. The peer reviewers received an electronic communication

providing a template with the instructions detailing the peer review procedures regarding the

interviews questions as they relate to the research questions. A copy of the research questions

and the original interview questions (see Table 1) were also sent to the peer reviewers. The

objective for the peer reviewers was to reflect on the stated interview questions and determine

the following:

•Indicate if the interview question was relevant to study by selecting “Keep as stated.”

•Indicate if the interview question did not pertain to study by selecting “Delete it.”

•Indicate if the interview question needed modification and submit a suggestion of how

the interview question should modified.

•The reviewer was requested to recommend additional interview questions if they thought

further inquiry was needed.

Once the reviewing process was completed by the peer reviewer, the updated template was

emailed back to the researcher. The reviewers were able to reach consensus on the suggested

revisions so there was no need to seek expert review during this review step. The following

describes the specifics from the peer review process:

•IQ3, IQ4, and IQ8 was recommended by both peer reviewers to “Keep as stated.”

•IQ1 was suggested by one reviewer to make modifications while the other reviewer

selected to “Keep as stated.” It was recommended to add language to the question to

emphasize the subject area being researched. IQ1 was revised to “What planning process

did you engage in to promote conflict management?”

•IQ2 was suggested by one reviewer to make modifications while the other reviewer

selected to “Keep as stated.” It was recommended to add language to the question to

emphasize the subject area being researched. IQ2 was revised to “How did you get

various constituencies involved in the planning process to promote conflict

management?”

•IQ5 was suggested by both reviewers to make modifications to the question. It was

recommended to add language from one reviewer. It was also suggested to add an

additional probing question by the second reviewer. After discussion, it was decided to

update the question with the additional language and combine the probing question to the

edited question. IQ5 was revised to “Did any unexpected challenges happen that you had

not planned for and if so how did you deal with the unexpected challenge?”

•IQ6 was suggested by one reviewer to make modifications while the other reviewer

selected to “Keep as stated.” It was recommended to add language to the question to

emphasize the subject area being researched. IQ6 was revised to “How do you define

and measure your success for your conflict management interventions?”

•IQ7 was suggested by one reviewer to make modifications while the other reviewer

selected to “Keep as stated.” It was recommended to add language to the question to

emphasize the subject area being researched. After deliberation, it was decided not to use

the modifications suggested but to revise IQ7 as follows to elicit the appropriate

responses from the participants: “What final outcome were you willing to settle for when

trying to implement your plan?”

•IQ9 was recommended by both reviewers to revise language. After discussion, it was

decided to keep IQ9 as stated, but to create an additional interview question that was

suggested by one of the reviewers. The new question is listed as IQ10 and is stated as

“What recommendations can you share to enhance organizational networks and structures

to develop conflict management strategies?”

•IQ10 was suggested by one reviewer to make modifications while the other reviewer

selected to “Keep as stated.” After discussion it was decided to separate the two

interview questions stated under IQ10. The language of the questions remained the same

but are indicated as the following, IQ11: “What are some the lessons learned?” and IQ12:

“What are some things you would have like to know?”

Expert review validity. The third step in the validity process was accomplished through

receiving expert counsel regarding the interview protocol. The researcher commissioned

assistance from her dissertation panel, comprised of the dissertation chair and two committee

members throughout the review process. The review procedures encompassed the expert panel

overseeing the design and development of the research questions and the corresponding

interview questions to ensure that prima facie validity and the peer review validity methods were

applied. This was an iterative review process that allowed for multiple reviews to support the

validity and reliability of the interview protocol. Based on the consultation and guidance given

by the expert panel 12 semi-structured interview questions were finalized and captured in a

comparative grid (See Table 2.0).

Table 2

Research Questions and Corresponding Interview Questions (revised)

Research Questions Corresponding Interview Questions

RQ1: What strategies and practices do

Alternative Dispute Resolution specialists employ

to promote conflict management?

IQ 1: What planning process did you engage

in to promote conflict management? IQ 2:

How did you get various constituencies

involved in the planning process to promote

conflict management? IQ 3: How did you

overcome resistance or opposition to your

plan?

RQ2: What challenges are faced by Alternative

Dispute Resolution specialists in implementing

strategies and practices to promote conflict

management?

IQ 4: What challenges did you face in the

planning phase of the implementation? IQ 5:

Did any unexpected challenges happen that

you had not planned for and if so how did

you deal with the unexpected challenge?

RQ3: How do Alternative Dispute Resolution

specialists measure the success of these strategies

and practices to promote conflict management?

IQ 6: How do you define and measure your

success for your conflict management

interventions?

IQ 7: What final outcome were you willing

to settle for when trying to implement your

plan?

IQ 8: How did you measure and track your

success?

RQ4: What recommendations do Alternative

Dispute Resolution experts have for enhancing

structures and networks to develop conflict

management competencies?

IQ 9: How do organizational networks and

structures prevent and/or create conflict?

IQ 10: What recommendations can you

share to enhance organizational networks

and structures to develop conflict

management strategies?

IQ 11: What are some the lessons learned?

IQ12: What are some things you would have

like to know?

Statement of Limitations and Personal Bias

The paradigm of qualitative research assigns the fundamental instrument of data

collection to the researcher (Creswell, 2014). In essence, this relationship between the researcher

and the research study will not be void of biases, and the obligation to discover personal beliefs,

values, and biases should occur at the launch of the study. In regards to this study, there is a

propensity the researcher’s biases exist in subsequent respects. The study was espoused from the

researcher’s professional background, education, and personal experiences. The researcher holds

a Master’s degree in Dispute Resolution and Conflict Management, was a volunteer mediator,

and participated in and spoke at conflict management engagements. Furthermore, the researcher

has held positions in large organizations related to Human Resources, Organizational

Development, and People Management, all areas related to incorporating conflict management

practices. Based on the preceding aspects conveyed, it is the researcher’s resolve to examine the

experiences, knowledge, and practical applications that Alternative Dispute Resolution

specialists use to promote conflict management practices in organizations. As such, the

researcher acknowledges that personal biases may be apparent during the research process. The

researcher intends to use the plan described below to restrict personal bias at the various phases

of data collection and analysis.

Epoche and bracketing. According to Van Manen (1990), research commences from the

experiences of the researcher (Richards & Morse, 2013). Understanding the concept of epoche

and the utilization of bracketing will be key to managing researcher biases in this study. Such

biases are formulated through personal experiences that arise from education, profession, and

acquired understanding (Richards & Morse, 2013). To alleviate this occurrence, Giorgi (1997)

refers to the practice of bracketing collective knowledge obtained prior to the study that is

associated to the issue or phenomenon being examined. This is to encourage the receipt of

information through a fresh perspective and to view the data as it was intended. Recommended

activities to permit self-reflection and awareness are journaling and transcribing memos so the

researcher can consider probable preconceptions and judgments (Moustakas, 1994).

Data Analysis

The phenomenological design varies compared to other scientific methods in that it places

focus on attaining descriptions chronicling experiences related to the problem explored through

reflection (Richards & Morse, 2013). Giorgi (1997) offers the following five-step process to

analyze data (a) gather spoken data, (b) decipher the data through review, (c) segment data into

specific groups, (d) apply organization and explanation according to subject matter, and (e)

translate synthesized findings into a report for the academic community. By incorporating the

“processes of reflection, writing and rewriting, and thematic analysis” (Richards & Morse, 2013,

p. 201) the researcher can deliver data analysis that entails the essence of the participants’

experiences through textual descriptions (Creswell, 2014).

Understanding and applying coding techniques is an integral part to the data analysis

phase supporting emergent concepts (Charmaz, 2006). There are three logical coding steps

utilized when grouping and categorizing data to be analyzed and interpreted which are open

coding, axial coding, and selective coding (Creswell, 2014; Richards & Morse, 2013). Open

coding aids the researcher to develop initial theories in a flexible manner based on data. Axial

coding is a sophisticated coding process that follows the open coding step, linking categories

through connections (Kuckartz, 2014). Selective coding is a set process that focuses on a central

category and methodically that attaches all other groupings to the principal category (Strauss &

Corbin, 1998). For the purposes of this study, the open coding procedure will be used to examine

various conceptual codes according to the data, along with in-vivo codes based on descriptions

from the participants (Kuckartz, 2014).

Reading, memoing. During the analysis process, the researcher read and reviewed the

data from the transcripts multiple times to reflect on the perspective of the participants and to

warrant that an authentic understanding was realized. Insights, inquiry, and notes were inscribed

on each transcript to assist in generating themes and support the emergence of new concepts and

themes (Richards & Morse, 2013). The next section outlines aspects to the coding process.

Describing, classifying, interpreting (coding).

•Bracketed segments of texts from the transcripts;

•Identified recurrent themes and labeled them based on the review of literature or

through in-vivo coding;

•Five to seven themes were constructed and this original set of groupings were

documented in an electronic codebook (Creswell, 2014);

•Once data was interpreted, the researcher evaluated the findings against the review of

literature to compare variances as well as existing gaps in research to be investigated in

future studies.

Representing, visualizing. In this stage of the analysis, the researcher introduced

connections derived from the textual accounts shared from the participants. Creswell (2014)

states the basic concept of putting ideas on paper is essential when sorting through information.

Creating a visual map laid out data collected and aided in constructing themes.

Interrater reliability and validity. The concepts of inter-rater reliability and external

validity are essential components in the research process. External validity is when the results

from a study can be replicated in research conducted by others. To improve external validity, the

researcher implemented a four step process to establish inter-rater reliability.

•Step One: The initial step was to code the first three transcribed interviews. The

principal researcher transcribed the audio recorded interviews unaided. After

completing the first three transcriptions themes that appeared to be substantial were

categorized into groupings. This was completed through the process of reading and

memoing the data collected from the interviews. This practice was done multiple times

to ensure the data was thoroughly reviewed (Creswell, 2014).

•Step Two: The following step was to have a peer review committee consisting of two

Pepperdine University’s doctoral students from the Organizational Leadership program to

be co-raters. The peer review committee involved has experience in qualitative research

methods and an understanding of the theoretical design of the study. The co-raters

received the initial three transcripts and the themes to examine the coding results for the

first three interviews. If the co-raters subscribed to the coding procedures and the

validity of the results, then no changes were made. If agreement did not occur on the

validity of the coding procedures and outcomes, then the principal researcher and coraters

discussed the disparate views to reach an appropriate solution related to the coding

review process. Although, if consensus was not achieved the dissertation committee

would need to intervene to determine the ideal approach.

•Step Three: Applying the established protocol from Step Two all 15 interview

transcripts used the same coding scheme agreed to by the principal researcher, peer

review committee, and dissertation committee. The peer review committee was then

asked to review the coding procedures and protocol to determine common themes that

appear in the transcribed data. The principal researcher followed the same process to

compare both results to ensure validity and accuracy of the data analysis. After the

coding review was completed the co-raters were requested to delete and destroy files

related to the data collected for this study.

•Step Four: Finally, the last step of the data analysis process is representing and

visualizing the data gathered. The data was interpreted and translated into visual charts

and graphs to support the validity of study and rigorous design of the study (Creswell,

2014). The participants were provided copies of the data analysis, interview

transcriptions, and recorded interviews. After the participants reviewed and approved

the data collected and the represented analysis the results were included in the findings

of this study.

Chapter 3 Summary

A qualitative study was chosen to study my central research question as this approach

often strives for a deep, contextual “emotional understanding of people’s motivations and

desires” (Nuttall et al., 2011, p. 153). A phenomenological approach is a “design of inquiry

coming from philosophy and psychology in which the researcher describes the lived experiences

of individuals” (Creswell, 2014, p. 13) that allows participants to describe a

phenomenon. Chapter 3 detailed the qualitative methods, measures, and analysis procedures for

this phenomenological study. Specifically outlined was the selection process of the human

subjects through purposive sampling, creating an inclusion and exclusion criteria inventory, and

the participant recruitment and consent steps (per IRB protocol). Also described was the data

collection methods implemented to conduct interviews using semi-structured questions.

Additionally, an explanation was provided stating the potential biases the researcher may have

related to the phenomenon being studied and the measures taken employing epoche and

bracketing techniques to mitigate the possibility of personal biases. Lastly, the process of data

analysis was illustrated guiding how the data was coded and the methods of inter-rater

reliability employed. Accordingly, Chapter 4 will report on the findings gathered from the

leaders and specialists interviewed in the field of Alternative Dispute Resolution to understand

what strategies and practices they have used to promote conflict management skills.

Chapter 4: Findings

Organizations are living systems that are prone to conflict, however the methods and

systems entities use to manage disputes, grievances, and dysfunction differ based on the issues

companies encounter and the direction of leadership (Lipsky et al., 2003). As organizational

structures flatten, technology is increasingly leveraged to communicate information (Branden,

2011). Groups designed into matrix and cross-functional teams have transformed the dynamics

of workplace conflict (Robbins & Judge, 2015). Consequently, organizational conflict has a

tendency to manifest into negative occurrences reflected through inefficiencies, unproductivity,

lack of engagement, and miscommunication (Wilmot & Hocker, 2011). Conflict, is traditionally

viewed through a negative lens versus looked as an opportunity to come up with solutions,

encourage innovation, or introduce positive change.

The intent of this study was to determine how organizational structures and networks

enhance conflict management competencies. This purpose was achieved by understanding what

strategies and practices Alternative Dispute Resolution leaders and specialists used to promote

conflict management skills. The study further sought to identify what challenges these

individuals encountered when implementing conflict management strategies and practices in

organizational systems, and how success was measured. The ensuing research questions were

developed to examine the purpose of the study:

•RQ1: What strategies and practices do Alternative Dispute Resolution specialists

employ to promote conflict management?

•RQ2: What challenges are faced by Alternative Dispute Resolution specialists in

implementing strategies and practices to promote conflict management?

•RQ3: How do Alternative Dispute Resolution specialists measure the success of these

strategies and practices to promote conflict management?

•RQ4: What recommendations do Alternative Dispute Resolution experts have for

enhancing structures and networks to develop conflict management competencies?

The following 12 semi-structured interview questions were crafted to further explore the

four research questions shown above. The interview questions were asked to 15 Alternative

Dispute Resolution experts and leaders to gather information on their lived experiences relevant

to the research questions. A validation process including two interrater reviewers and three

expert reviewers examined, assisted, and finalized the 12 open-ended interview questions

provided to the participants. The interview questions for the study are listed below:

•IQ 1: What planning process did you engage in to promote conflict management?

•IQ 2: How did you get various constituencies involved in the planning process to

promote conflict management?

•IQ 3: How did you overcome resistance or opposition to your plan?

•IQ 4: What challenges did you face in the planning phase of the implementation?

•IQ 5: Did any unexpected challenges happen that you had not planned for and if so

how did you deal with the unexpected challenge?

•IQ 6: How do you define and measure your success for your conflict management

interventions?

•IQ 7: What final outcome were you willing to settle for when trying to implement

your plan?

•IQ 8: How did you measure and track your success?

•IQ 9: How do organizational networks and structures prevent and/or create conflict?

•IQ 10: What recommendations can you share to enhance organizational networks and

structures to develop conflict management strategies?

•IQ 11: What are some lessons learned?

•IQ12: What are some things you would have liked to know?

The human subjects who agreed to participate in the research study have a minimum of

three years of experience in the field of Alternate Dispute Resolution working with organizations

and educational institutions. Resulting from the participants’ interviews the researcher was able

to obtain insight from their expertise in the area of Conflict Management in relation to their lived

experiences as Alternative Dispute Resolutions specialists. This chapter will detail the themes

that transpired from the participant interviews. Additionally, the preceding sections will

showcase the participant profiles, a review of the data collection process, the analysis derived

from the 15 semi-structured interviews, and the findings produced from the examined study.

Participants

The following criteria needed to be met to be eligible to participate in this study. Through

purposeful sampling employing a phenomenological methodology design, fifteen human subjects

were selected to participate in the research. Additional considerations were evaluated in the

selection process such as knowledge and expertise levels, availability of time, willingness to

contribute, and the variety of roles held within the Conflict Management field.

Individuals who matched the unit of analysis criteria described below were chosen to participate:

•Be between the ages of 30 to 75;

•Have experience in the field of Alternative Dispute Resolution for at least three years in

the private, public, or educational sectors;

•Can have a minimum of a two-year gap not practicing in the Alternative Dispute

Resolution field;

•Offer consent for the interview to be audio recorded.

The recruitment of human subjects that exemplified the traits, expertise, time, and

acknowledged relevance to the phenomenon required to participate in the study began with

creating a master list, and thereafter, developing a sample list. The following four sources were

utilized to create an initial master list (a) the 15th annual Online Dispute Resolution Conference

webpage, (b) Southern Methodist University’s Center of Dispute Resolution and Conflict

Management website, (c) Mediate.com, and (d) LinkedIn groups relevant to Alternative Dispute

Resolution professionals. In addition, the principal researcher applied the technique of

snowballing to solicit further participants. Using the inclusion and exclusion criteria espoused in

Chapter 3, an original master list of 24 individuals was generated. From there an initial email

was sent to the 24 potential participants through either LinkedIn or a direct email message using

a public email address. An additional seven potential participants were added to the master list

and contacted through the snowballing method.

A total of 31 people were contacted and requested to participate, however, 17 individuals

agreed to participate and be interviewed for the study. One individual was not interviewed due to

availability so 16 individuals were actually interviewed with one person serving as an alternate if

someone chose to be removed from the study at a later time. The alternate interviewer’s

information will be stored in a secure location and the data protection and privacy guidelines

outlined in Chapter 3 will apply to this individual. Ultimately, the 15 participants selected to

remain in the study have held various conflict management positions and performed in multiple

conflict management roles like Consultant, Trainer, Mediator, Coach, Human Resource Leader,

Professor, and Lawyer. The charts below highlight the gender demographics and professional

expertise of the 15 participants.

Gender. The participants who contributed in the study involved 11 males (73%) and four

females (26%). The following graph depicts the demographic data based on gender of the

Alternative Dispute Resolution specialists who participated in Figure 1.

Figure 1. Participant gender demographic data.

Participant expertise in conflict management. Fourteen out of the 15 participants had

expertise working as a consultant within organizations related to conflict management. The 15

participants who chose to contribute to the study have held multiple conflict management roles

such as Consultant, Trainer, Mediator, Coach, Human Resource Leader, Professor, and Lawyer.

73%

27%

Male

Female

The participants have worked in a wide range of industries supporting conflict management

interventions but data was not collected related to the type of industry (See Figure 2).

Figure 2. Participant expertise in conflict management by position title.

Data Collection

Purposeful sampling was applied in the participant selection process. Data was collected

from the 15 Alternative Dispute Resolution experts and leaders during the semi-structured

interviews that were scheduled between the dates of May 26, 2017 to June 19, 2017. A formal

email was sent to the potential participants informing them of the purpose of the study and the

criteria necessary to be involved in the study. The Informed Consent Form and interview

questions were also included in the email. If the participant met the criteria and agreed to be

interviewed for the research study, then the researcher responded requesting several dates and

times that were convenient to meet based on their schedule. Participants recommended which

communication method would work best for them (a) Skype, (b) Zoom, or (c) phone.

1 1

Organizational Consultant

Trainer

Mediator

ADR Professor

Coach

Human Resources Leader

Lawyer

Ombudsman

Before the interviews took place the participants were asked (a) to submit the signed

consent form prior to interview, (b) to give a verbal consent, (c) if they understood the purpose of

the study and had any questions, and (d) if they had any additional inquiries. All 15 participants

were notified when the audio recording started and ended. The longest interview was 94 minutes

and the shortest interview was approximately 33 minutes. Two devices were used to record the

interviews and notes were taken by the researcher in a notebook. The audio files and notes were

securely stored during the transcription process and the digital audio files were erased after the

final defense.

Table 3

Participant Interview Dates, Interview Method, Length of Recorded Interview

Data Analysis

The data

analysis in

this

qualitative

study was

designed to ensure that a rigorous process was followed while exploring the lived experiences of

Alternative Dispute Resolution specialists to address the research questions. Themes emerged

through the analysis process based on the data gathered from the participants’ shared

experiences, knowledge and expertise, and anecdotal lessons they learned relevant to the subject

researched. After the semi-structured interviews were completed the initial step was to transcribe

each audio recording into 15 separate Microsoft Word documents. An excel spreadsheet was

Participant Interview Date Interview Method Length of Recorded Interview

(minutes:seconds)

P1 May 26, 2017 Skype 45:09

P10

P11

P12

P13

P14

P15

May 26, 2017

May 28, 2017

May 30, 2017

June 1, 2017

June 2, 2017

June 5, 2017

June 6, 2017

June 7, 2017

June 8, 2017

June 9, 2017

June 12, 2017

June 16, 2017

June 19 , 2017

June 19, 2017

Phone

Zoom

Phone

Skype

Phone

56:48

103:27

41:41

35:55

134:07

56:28

47:40

110:48

112:10

41:23

112:31

103:36

40:55

32:55

created to organize the interview questions and categorize the themes based on the participant

responses. The spreadsheet contained 12 tabs, with each tab listing one interview question and

the corresponding responses that were shared by each participant. Pseudonyms were used to

protect the privacy of the participants. During the interview the researcher notated the

participants’ answers which were later added to the coding spreadsheet. Participant responses

were color-coded based on similar groupings and themes. These coded categories were tracked

based on the frequency of participants with common themes. Three or more participants needed

to share corresponding responses for the theme to be pertinent and significant. Prior to finalizing

the groupings and themes the investigator followed this sequence of events: (a) read the

transcripts three times while underlining significant text, quotes, and themes in the 15 transcripts,

(b) bracketed segments of narrative text with written notes in margins of the transcripts and in

the researcher’s notebook, and (c) the researcher reflected back to the literature to substantiate

the original themes that were coded. To advocate external validity a multi-step process

was followed applying interrater reliability methods. Two doctoral candidates proficient in

qualitative research and analysis reviewed the initial coding outcomes for the interviews. The

raters reviewed the themes and corresponding responses then made suggestions on renaming

specific themes, identifying possible subthemes, or re-categorizing themes into one overarching

theme. Throughout this interrater review no personal or identifiable participant information was

shared with the raters.

The coding recommendations and final changes are detailed below:

•IQ1: The number of themes was reduced from eight to five; Data Gathering,

Organizational Assessment, and Conflict Audit were combined into Strategic Conflict

Management Planning; Updated Outreach and Engagement to include Conflict

Management Training and updated the theme to Outreach and Education

•IQ2: The number of themes was reduced from 7 to 4; Combined Communicate Value of

the Intervention and Build Trust with Consensus Building; Merged Active Listening with

Engage Stakeholders in the Process

•IQ3: The number of themes was reduced from 6 to 4; Merged Framing Conversations

Positively with Listen and Facilitate Positive Discussions; Removed Get Commitment

•IQ4: The number of themes was reduced from 6 to 3; Removed Mistrust as a theme;

Combined Lack of Leadership Commitment into Lack of Stakeholder Engagement;

Merged Competing Priorities with Resource Constraints

•IQ5: Renamed Be Reflective and Flexible to Be Agile

•IQ6: The number of themes was reduced from 6 to 5; Merged Capacity Building with

Sustainability of Conflict Management Intervention

•IQ7: The number of themes was reduced from 4 to 3; Combined Willing to Walk Away

with Discuss Core Issue

•IQ8: The number of themes was reduced from 5 to 3; Merged the two following themes,

Engagement in the Process and Satisfied with Outcome with Feedback on Process. Then

the theme was renamed as Feedback on Process and Outcomes.

•IQ9: Changed the theme Communication to Communication Practices; Renamed the

theme Organization and Team Structure to Organizational Structure and Policy  IQ10:

The number of themes was reduced from 5 to 3. Combined Enhance

Communication Channels, Self-reflection, and Modeling Behavior with Create a

Problem-solving Culture. Added two new themes titled Foster Internal and External

Networks and Have a Conflict Management System

•IQ11: The number of themes was reduced from 4 to 3. Added one new theme labeled

Conflict Management Specialist Competencies and combined this with Be Open and

Flexible, and Manage Expectations

•IQ12: The number of themes was reduced from 4 to 3. Merged the theme Know the

Subcultures of the Organization with Understand Organizational Dynamics

Data Display

The following sections will feature the data and findings from the core research questions

and the subsequent interview questions based on the participants’ responses. Each interview

question will have further explanation of the themes that were developed from the transcribed

interviews. A summary of the participants’ statements, direct quotes, and phrases given during

the interview will also be included. Bar graphs are shown for each theme, which displays the

frequency participants shared answers that related to the indicated coded theme. From the 12

interviews questions 46 themes emerged and will be displayed in the following written units. To

protect the privacy of the human subjects and to continue the significance of anonymity the

participants will be referred to as P1, P2, P3, etc. throughout the analysis.

Research Question 1

Research question 1. The following research question was asked, “What strategies and

practices do Alternative Dispute Resolution specialists employ to promote conflict

management?” This research question comprised the following interview questions to enlist

responses from the 15 participants involved in the study:

•IQ 1: What planning process did you engage in to promote conflict management?

•IQ 2: How did you get various constituencies involved in the planning process to promote

conflict management?

•IQ 3: How did you overcome resistance or opposition to your plan?

Interview question 1. What planning process did you engage in to promote conflict

management? According to the responses recorded from the participants related to the “strategies

and practices” Alternative Dispute Resolution experts and leaders employed five themes to

promote Conflict Management. Themes that were indicated by the participants include (a)

Strategic Conflict Management Planning, (b) Convening and Inquiry, (c) Design Solutions, (d)

Gain Trust and Rapport, and (e) Outreach and Education (See Figure 3)

Figure 3. IQ 1: Themes that developed

strategies and practices in planning process.

Strategic conflict management planning. Fourteen out of 15 participants (93.3%)

indicated that the planning process was vital when trying to understand the problem and make an

assessment of the conflict intervention. Various elements were determined by the participants as

key to the strategic conflict management planning. Below are the different phases the

participants emphasized in the planning process when leading or facilitating a conflict

management intervention:

•Administer research, observe interactions in the organization and examine existing

processes (P3, P8, P11, P12)

•Understand organization’s mission, culture, and identify who are the participants

involved (P1, P2, P3, P9)

5 5

Strategic Conflict

Management

Planning

Convening & Inquiry Design Solutions Gain Trust and

Rapport

Outreach and

Education

COUNT

THEMES

Interview Question 1

N 15 multiple responses per interviewee=

•Define problem statement/issue, conduct a conflict assessment, or use a diagnostic profile

to determine team strengths and issues (P1, P3, P4, P5, P6, P7, P8, P12, P13, P15)

•Preparation through gathering documentation, collecting data via anonymous surveys and

other metrics (P1, P2, P3, P5, P8, P14)

•Loop back with leadership and discuss next steps based on assessment and feedback

collected (P4, P7)

•Establish a framework design using structural documents and charters (P1)

•Determine organization's desired outcome/goals (P2)

•Perform a conflict audit (P7, P13)

Two of the participants highlighted the significance of conducting a conflict audit to emphasize

the impact that conflict has to an organization’s bottom line, productivity, and employee

engagement. The following quote from P7 offers a brief explanation of the reasoning for a

conflict audit to occur.

have a conflict audit at the beginning of the systems design process, which is designed to

put some numbers together and to say, how much is this costing you? How much is

conflict costing this organization? Built into the process is an understanding that conflict

is costly and that conflict management means it can produce huge reductions in those

costs (P7, personal communication, June 5, 2017).

Convening and inquiry. Ten participants used convening and inquiry in their planning

process. Focus/discussion groups and one-on-one interviews were a standard practice with an

emphasis on a sampling from various parts of the organization. The following breaks out the

theme in further detail:

•Conduct interviews and have informal and formal one-on-one meetings (P2, P3, P4, P5,

P9, P14)

•Facilitate focus groups (P3, P5, P9, P12)

•Reflect a wide range of stakeholders and leaders (P1, P13)

•Act as a coach when needed (P2, P14)

•Consensus building (P7) and framing questions in a positive approach and using methods

such as appreciative inquiry, positive deviance, world café, and tools like visual explorer

(P9)

As participants discussed the planning process a focus on collecting data through interviews,

using focus groups, and conducting individual formal and informal meetings with stakeholders

and leaders was determined an important phase of the method and was stressed by the majority

of participants. P7 stated:

Conduct interviews and those interviews need to be across the organization, horizontally

and vertically, so that there are people on the top levels of management and people at the

very bottom of the organization. People who are in various departments throughout the

organization, and the one hard and fast rule of this is never leave out the secretaries and

receptionists because they know more about what's going on than almost anybody. (P7,

personal communication, June 5, 2017)

Design solutions. Five participants engaged in solution design in the planning process

(P4, P7, P8, P13, and P15). After the initial research, assessment, and interviews occur then

these five individuals develop future recommendations. The importance of including leadership

when creating solutions was highlighted by P4. Designing potential resolutions or outcomes

from leadership allows them to be engaged in the process while taking more ownership in

achieving the results. P8 noted the following:

I'll do as much initial research. Usually what I'll try to do is, narrow it down to a problem

statement or what are you trying to solve for really, even before I take the engagement.

Then once I've got that I'll do some research on my own using social media and news

articles, things like that. Getting some data from the client on what's going on internally,

whether it's quantitative or qualitative, and come up with a recommended approach.

Then ultimately specific solutions to put into place. (P8, personal communication, June 6,

2017)

Gain trust and rapport. Five participants seek to gain trust and rapport and believe it to

be a necessary component in the conflict management process (P3, P4, P5, P9, and P12).

Organizational change needs buy-in at all levels to have long term sustainability. Gaining trust

from the individuals and departments within the organization helps with engagement and

credibility of the process. Building trust with people is vital, however, having individuals trust

the processes and system being implemented is also pertinent. P5 stated that “one of the things

that I try to do in the planning process is to find out what would the system have to look like for

people to trust it and come to it with their conflicts.”

The emphasis to gain trust and rapport early on was echoed among various participants.

P9 expressed this by sharing, “don't wait until an issue arises to create partnerships and

relationships” (P9, personal communication, June 7, 2017). Also, rapport building can happen

by having a genuine interest in people. During one of the interviews, P12 cited, “I'm fascinated

by content, by people's stories, by the psychology of each individual. It actually fascinates me”

(P12, personal communication, June 12, 2017). This participant further explained that through a

technique referred to as dynamic listening, the participant engages the parties involved in conflict

by actively listening to their narratives to build a rapport.

100

Outreach and education. There were three participants who suggested that outreach and

education should be included in the conflict management planning process (P1, P10, and P12)

based on the intervention and needs of the organization. Conflict management training and

learning (in-person, classroom, or online) was brought up by all three participants as a means for

individuals to have a basic awareness of what is conflict management. By offering conflict

management training throughout the organization the aversion or avoidance to conflict may be

reduced (P10). Several outreach activities were used to communicate and share information on

the conflict management initiatives or programs. For example, P1 presented at brown bags,

spoke at department meetings, visited different offices to meet with people, and utilized intranet

sites to distribute materials and documents.

Interview question 2. How did you get various constituencies involved in the planning

process to promote conflict management? Based on the data collected from the Alternative

Dispute Resolution experts and leaders four themes were comprised. Common themes that were

determined by the participants include: Engage Stakeholders in the Process, Consensus Building,

Buy-in from Leadership and Stakeholders, and Diversity and Inclusion (See Figure 4).

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6 6

Engage Stakeholders in

the Process

Consesus Building Buy-in from leadership

and stakeholders

Diversity and Inclusion

COUNT

THEMES

Interview Question 2

N 15 multiple response per interviewee=

Figure 4. IQ 2: Themes on involving various constituents.

Engage stakeholders in the process. Eleven of 15 (73.3%) emphasized the importance of

engaging stakeholders in the process for conflict management interventions to be successful.

The response of P5 highlighted the following on the engagement process, “get agreement on the

process that we're going to use as a team to work through issues and to put issues on the table, to

discuss them, and to seek resolution” (P5, personal communication, June 1, 2017). Maintaining

the level of engagement of the constituents throughout the process was underscored by multiple

participants (P3, P4, P5, P6, P9, and P13). Obtaining a process that everyone agrees to (P5),

providing updates throughout the process (P6), and getting people involved and having them

develop solutions (P4) are central aspects of engagement.

Typically, there is a mutual interest among stakeholders when promoting conflict

management practices. The Alternative Dispute Resolution specialists who participated in the

study expressed how they attempted to get the stakeholders to understand the value of being

involved and engaged in the process (P3, P8, and P10). Additionally, P3 discussed the notion of

getting the constituencies invested through being aware of the mutual benefits. For example,

creating a conflict environment that is low stress since having some amount of healthy or

positive conflict can be productive. The value of engagement was noted by P10 as, “helping

stakeholders understand that the sooner and the more productive ways that we can solve

problems, the sooner that we can kind of operationalize and monetize the idea that was the

original intent” (P10, personal communication, June 8, 2017).

Active listening was another approach to encourage engagement. According to P2,

listening is the first step of engagement. Stakeholders can provide the necessary insight into

plausible solutions, hindrances, or concerns. Hearing from the various perspectives is part of the

process to keep individuals involved. In their interview, P14 expressed the value of “listening to

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people who have this narrative and bringing those various narratives forward” (P14, personal

communication, June 19, 2017). At times comments were made for the need to coach

constituents through the process if specific skills were lacking or the discussion faced a

roadblock (P12).

Consensus building. Ten participants mentioned building consensus early in the conflict

management process by sitting down together to facilitate dialogue about the conflict issue (P2,

P3, P9, P12, and P14) and to come to understanding about the problem (P4 and P7). In this

environment P10 noted that this is a way individuals can figure out how to handle the issue

together. This can be especially helpful when the problem may not be clear or it may be complex

in nature. P10 points out the benefits of consensus building below:

Often the argument that I will use is it's far more efficient and more productive to do it

this way because if you encourage honest, respectful conversations about the things that

are bothering you, and you do it quickly, and effectively and compassionately, you can

solve the problem far more rapidly than if you're sidestepping and trying to avoid the

issue. (P10, personal communication, June 8, 2017)

Gaining consensus is important because it allows for a feedback loop that encourages

stakeholders to be vested in the development and implementation of the solution. Two of the

participants build consensus on the decision-making process by asking the group to agree

collectively how they want to handle how decisions are determined (P5 and P15).

Buy-in from leadership and stakeholders. Six participants seek to gain buy-in from

leadership and stakeholders as part of their planning process. Although getting buy-in and

commitment from all the stakeholders and persons participating is important, having leadership’s

support and backing is crucial (P1, P3, P4, P6, P7 and P9). P3 indicated that, “you have to get

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upper management/leadership to first of all buy into the idea… and secondarily you have to get

them invested in it in some way” (P3, personal communication, May 28, 2017). Furthermore, the

ability to build trust by respecting the privacy of information shared confidentially and keeping

the identity of people anonymous also advances the commitment of others (P3).

Diversity and inclusion. Six participants referenced the need for having diversity in the

planning process to promote conflict management strategies. P1 stated the importance of having

“diversity of people in buy-in process” (P1, personal communication, May 26, 2017) so identify

stakeholders in various roles, levels, cultures, different viewpoints, gender, etc. The responses

from the participants referenced the following to encourage diversity and inclusion in the

planning process: be inclusive and identify who should be partaking in the process (P2 and P8),

include people with authority (P7), and invite those persons internally leading the project or

initiative (P6). One participant alluded to the idea that diversity represents people who have

varied experiences and should be included in group meetings and discussions (P9).

Interview question 3. How did you overcome resistance or opposition to your plan?

Input from the Alternative Dispute Resolution experts and leaders constructed four themes.

Common themes that were determined by the participants include: Listen and Facilitate Positive

Discussions, Identify the Resistance, Communicate Value, and Legitimize the Process (See

Figure 5).

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Figure 5. IQ 3: Themes on overcoming resistance or opposition.

Listen and facilitate positive discussions. Eight out of the 15 (53.3%) participants

indicated that listening and having positive dialogue is a common method to overcome

resistance. The following offers how the participants actively approached conversations in

positive manner (P2, P4, P5, P6, P7, P9, P10, and P12).

•Change the perspective of the conflict so avoidance of the conflict is decreased (P10)

•Employ coaching techniques (P9 and P12), use non-scholarly language (P9), and have

one-on-one conversations or break-out sessions to discuss hidden resistance (P2,

P6, and P12)

•Reframe the opposition or resistance in a positive or neutral way (P4) through framing

questions in positive way (P2) to get to the root of the issue

•Focus on the areas that you have found common ground and agreement on and capture it,

then begin examining the parts that you do not have agreement on (P5) A participant

explained that at times you need to manage your way into the conflict by incorporating

conflict management techniques such as, “…active listening, collaborative negotiation,

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6 6

Listen and Facilitate

Positive Discussions

Identify the Resistance Communicate Value Legitimize the Process

COUNT

THEMES

Interview Question 3

N 15 multiple responses per interviewee =

and figuring out what people's interests are and helping to satisfy those interests” (P7,

personal communication, June 5, 2017).

Identify the resistance. The subsequent theme from this interview question found six out

of 15 participants who acknowledged that identifying the resistance or opposition is central in the

planning process to overcome barriers (P1, P3, P4, P6, P8, and P13). There were several ways

participants managed resistance. P1 stated that understanding the power dynamics is one tactic

to identify resistance, as people with authority or in leadership can present themselves as barriers

during implementation. Secondly, once the resistance is known, the identified person or entity

causing the resistance can be removed from that part of the process (P3). At a later phase

introduce them back into the process to show that progress has been made. Third, be prepared to

ask questions to understand what people are having trouble with, “sometimes it is the

organizational design or the budget” (P6, personal communication, June 2, 2017).

Communicate value. Six out of fifteen participants referenced the significance of

communicating the value of the conflict management intervention to overcome resistance (P1,

P3, P7, P8, and P11). The ability to communicate the value of the conflict management

intervention was referred to by P1, P3, and P8. Providing some examples of how it will benefit

others was mentioned by P3. Another participant brought up the value of reaching consensus

(P7). By demonstrating that agreement occurred can be an indication that advancements are

happening, so the role of the interventionist is to emphasize the progress and underline the value

of the process. Furthermore, evaluating and reporting data can also assist with overcoming

resistance. P11 noted with their experience, “Resistance was essentially overcome through data,

because the data showed that this pilot program … was highly successful in ways that really

mattered to the senior management” (P11, personal communication, June 9, 2017).

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Legitimize the process. Lastly, four of the 15 participants indicated that through

legitimizing the process resistance can be overcome in certain instances (P5, P7, P14, and P15).

The planning process is typically chosen, agreed upon, or designed by the stakeholders for the

conflict management intervention. It is extremely important to the success and execution of the

intervention that the process employed is supported and followed by the constituents. To

legitimize and build confidence in the process there were several suggestions from the

participants. A priority is to let the members know that anonymity and confidentiality will be

respected if information is offered that the individuals do not want revealed due to fear of

retaliation (P14). P15 advised to, “Explain the risks and contextualize it” (P15, personal

communication, June 19, 2017), so individuals understand and feel more comfortable with the

process. Establishing and underscoring ground rules at the onset of facilitation will also

strengthen legitimacy (P5) of the process since protocol and guidelines will be clear at the initial

phases of the planning process.

Research question 1 summary. Research question one inquired, “What strategies and

practices do Alternative Dispute Resolution specialists employ to promote conflict

management?” The subsequent interview questions were asked:

•IQ 1: What planning process did you engage in to promote conflict management?

•IQ 2: How did you get various constituencies involved in the planning process to promote

conflict management?

•IQ 3: How did you overcome resistance or opposition to your plan?

These interview questions uncovered strategies and practices used by the participants. The top

themes that developed were Strategic Conflict Management Planning, Engage Stakeholders in

the Process, Convening and Inquiry, and Consensus Building. Strategic Conflict Management

Planning was referenced the most as a practice crucial in the planning phase of a conflict

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management intervention. The response rate of 93.3% was the highest among all three interview

questions for research question one. Steps taken to assess and research the conflict issue were

repeatedly discussed by many of the participants. Identifying the problem statement early on in

the engagement process was emphasized as well. Employing strategies that engaged key

constituents and meeting with leaders, teams, and stakeholder groups were also relevant to the

Alternative Dispute Resolution specialists planning process. Getting leadership and

decisionmakers buy-in for the conflict management invention was brought up throughout

research question one and again in research question two as a potential challenge they faced.

Overall thirteen themes emerged for research question one and are summarized in Table 4.

Table 4

Summary of Themes for Research Question 1

IQ1. Planning Process to IQ2. Involving IQ3. Overcoming Promote Conflict

Management Constituencies in the Resistance and Planning Process Opposition

Strategic Conflict Management

Planning

Convening and Inquiry

Design Solutions

Gain Trust and Rapport

Engage Stakeholders in the

Process

Consensus Building

Buy-in from Leadership and

Stakeholders

Listen and Facilitate

Positive Discussions

Identify the Resistance

Communicate Value

Legitimize the Process

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Outreach and Education

Diversity and Inclusion

Research Question 2

Research question 2. The following research question was asked, “What challenges are

faced by Alternative Dispute Resolution specialists in implementing strategies and practices to

promote conflict management?” This research question comprised the below interview questions

to enlist responses from the 15 participants involved in the study:

•IQ 4: What challenges did you face in the planning phase of the implementation?

•IQ 5: Did any unexpected challenges happen that you had not planned for and if so how

did you deal with the unexpected challenge?

Interview question 4. What challenges did you face in the planning phase of the

implementation? The Alternative Dispute Resolution experts and leaders interviewed provided

insight into challenges they had not planned for implementing Conflict Management strategies

and practices. Three themes that were determined by the participants include: Lack of

Stakeholder Engagement, Resistance and Opposition, and Resource Constraints (See Figure 6).

Figure 6. IQ 4: Themes on challenges during the implementation phase.

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5 5

Lack of Stakeholder Engagement Resistance and Opposition Resource Constraints

COUNT

THEMES

Interview Question 4

N 15 multiple responses per interviewee=

Lack of stakeholder engagement. Based on the responses, nine out of 15 (60%)

participants shared that lack of stakeholder engagement proved to be a challenge during the

implementation phase (P1, P3, P5, P6, P7, P10, P12, P13, and P14). The lack of leadership

buyin (P3, P5, P7, P10, P12, P13, and P14), leadership not providing the resources needed (P3),

and stakeholders not meeting timelines (P6) were mentioned in various responses from the

participants. P5 stated that one technique to ensure engagement is obtained is to make clear the

significance of it.

I have to sell this to the senior sponsor, team leader, project manager, or whomever. I

have to sell this person on the rationale for why I want to spend more time talking to

people, building a rapport, building trust, gathering data upfront … they simply say, “We

know what the issues are, and we want to jump into them.” And my answer is, “You may

jump into them, you may run down the field with the flag, but no one will follow.” (P5,

personal communication, June 1, 2017)

Effectively communicating the objectives of the conflict management intervention also has

proven to be a challenge (P1). One of the participants declared the following on the importance

of stakeholder engagement:

It's getting people to decide that it’s important to them, and amid all of the different

things. So I’ve often argued that the most effective leaders in an organization are those

that have the ability to focus on the things that truly matter to the business. (P10, personal

communication, June 8, 2017)

The stakeholders need to have an understanding that the phases on the conflict management

intervention will be work and to expect delays, challenges, and incremental progress (P7). P5

and P7 both placed emphasis on having a senior sponsor or champion closely involved

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throughout the process. Additionally, lack of engagement can be due to logistics, such as

different office locations and time zones of the stakeholders (P1).

Resistance and opposition. Five of the 15 participants expressed that they encountered

resistance and opposition to the conflict management plan being implemented (P2, P4, P5, P8,

and P11). Several participants discussed how they encountered resistance and opposition during

the implementation of their intervention. Low sense of trust, negativity, and historical aspects

creating resistance were all brought up (P2 and P4). Individuals showed these behaviors by

questioning if the process and systems designed would be successful (P10). Other actions

demonstrating resistance and opposition are people not adhering to ground rules. P5 commented

on such instances:

So, if you're a team member and you're one of 10 people that I spent three hours

brainstorming solutions with, and at the end the manager turns around and says, “Well,

all this is fine. But, here’s what we're actually going to do.” The manager negates

everything we’ve said, then all trust is destroyed. (P5, personal communication, June 1,

2017)

Resource constraints. Lastly, five of the 15 participants shared that resource constraints

showed to be a challenge at the time of implementation (P2, P6, P9, P10, and P13). The

commitment of time, money, and other resources was repeatedly introduced as an obstacle by

these participants. Stakeholders have limited time and typically are managing multiple priorities

so getting them to dedicate time during the implementation phase can be challenging. Secondly,

attaining the funds needed for implementation was mentioned as a potential roadblock.

Interview question 5. Did any unexpected challenges happen that you had not planned for

and if so how did you deal with the unexpected challenge? Five themes were developed from the

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15 interviews from the Alternative Dispute Resolution experts and leaders. Shared themes

determined by the participants’ responses include: Be Agile, Positive Communication,

Recommitment to the process, Identify the Potential Challenges, and Modeling (See Figure 7).

Figure 7. IQ 5: Themes on dealing with unexpected challenges.

Be agile. This theme emerged with seven of the 15 (46.7%) participants agreeing that

being agile is essential when dealing with unexpected challenges (P1, P2, P5, P7, P8, P9, and

P10). The participants touched on a few methods to manage unexpected challenges. There were

three elements to being agile (a) be flexible, (b) contingency planning, and (c) self-reflection.

•Ability to be flexible (P1) and include others in the conversation (P9),

•Have a contingency plan (P5) and “be prepared to respond” (P7, personal

communication, June 5, 2017) when challenges arise

•Be self-reflective (P1), have a self-check in, and take moments to clear your head

(P2)

P8 noted:

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7 7

Be Agile Positive

Communication

Recommitment to

the process

Identify the potential

challenges

Modeling

COUNT

THEMES

Interview Question 5

N 15 multiple responses per interviewee=

In my experience you just have to be nimble and agile and be willing to course correct

pretty quickly without overreacting because sometimes when you take a pause and you

really think about what this new challenge means, does it really redirect your approach?

(P8, personal communication, June 6, 2017)

Positive communication. Seven of the 15 (46.7%) participants expressed that positive

communication was fundamental when handling challenges that were not anticipated (P1, P3, P7,

P9, P12, P14, and P15). As previously stated in prior coding analysis for former interview

questions, framing communication in a positive manner is imperative in leading or facilitating

conflict management strategies. One technique P14 shared was that, “As a leadership advisor, as

a coach, or as a conflict manager you can actually help people understand consequences and

develop positive approaches…” (P14, personal communication, June 19, 2017). Looking for

opportunities to turn challenges into a positive was mentioned by P1. Being creative, displaying

empathy, and showing that you are present are all ways to encourage positive communication

(P12). Arranging one-on-one meetings and group conversations to ask more questions was

voiced by a few participants. P7 further explained that having a deeper conversation is a chance,

“to show that this is a technique that has incredible power and reach, and has transformational

possibilities built into it” (P7, personal communication, June 5, 2017).

Recommitment to the process. Six out of the 15 participants implied that recommitment

to the process can be another way to manage unexpected challenges (P1, P2, P4, P5, P6, and

P14). There were various techniques stated by the participants. These tactics would be applied

dependent on the challenge that they came across:

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•Reflect back to the original structural and framework documents and evaluate the

problem statement, and the short-term, intermediate, and long term goals. Examine if

you need to make adjustments (P1).

•Bring in a senior sponsor(s) to garner support and reinforce purpose and objectives;

“get time commitments from the people involved” (P5, personal communication, June

1, 2017)

•Remind the stakeholders and people involved of why this is being done and the

purpose (P4)

•In mediations, team building, or a group facilitation taking a break physically and

coming back to begin the process was recommended (P2)

Identify the potential challenges. Another theme developed from four of the 15

participants interviewed was being able to identify potential challenges early on in the planning

process (P1, P3, P5, and P13). Preparation and identifying challenges at the beginning was

shared by P1, P3, and P13 to prevent unexpected obstacles. Although one participant explained

that sometimes the unexpected challenge is an issue that, “is much more substantive, and that

there is something that is left off the plate” (P5, personal communication, June 1, 2017) that they

were unaware of in the preliminary stages of the process.

Modeling. The final theme constructed was labeled modeling, and three of the 15

participants provided input into how this can aid in dealing with challenges (P1, P11, and P12).

Sharing examples of what was done in other instances and illustrating how it was successful was

mentioned by P1. Also, brought up by P12 was the value of creating a proof concept or piloting

the program to demonstrate that the recommendations can be accomplished. P11 described how

launching a peer-to-peer training initiative was employed to overcome reluctance to using the

conflict management program being implemented in their organization. They selected peer

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trainers that were initially resistant to the program, but later became supporters. These

individuals modeled the desired behavioral change the organization sought to be familiarized.

Research question 2 summary. Research question two asked, “What challenges are

faced by Alternative Dispute Resolution specialists in implementing strategies and practices to

promote conflict management?” The below interview questions were asked to the participants:

•IQ 4: What challenges did you face in the planning phase of the implementation?

•IQ 5: Did any unexpected challenges happen that you had not planned for and if so

how did you deal with the unexpected challenge?

•IQ 6: How do you define and measure your success for your conflict management

interventions?

Central challenges encountered during implementation of a conflict management intervention

were identified as Lack of Stakeholder Engagement, Resistance and Opposition, and Resource

Constraints. Participants explained that getting individuals engaged and keeping them involved

in the implementation phase was an obstacle they came across due to shifts in priority and other

instances that impede stakeholder engagement. Secondly, resistance and opposition were also

encountered by the participants due to negativity from historical aspects or lack of support from

management. Lastly, limited resources such as time, competing productivity schedules, and

budgetary constraints were also mentioned as barriers.

In IQ5, participants stated methods employed to manage unexpected challenges. Five

themes were constructed from their input. Being agile, presenting communication in a positive

manner, recommitting to the process, identifying potential challenges, and modeling behaviors

and attitudes were approaches used to overcome challenges. Demonstrating flexibility through

being agile was frequently expressed. Table 5 outlines the eight themes formed for research

question two.

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Table 5

Summary of Themes for Research Question 2

IQ 4: Challenges of Implementation IQ 5: Managing Unexpected

Challenges

Lack of Stakeholder Engagement Be Agile

Resistance and Opposition Positive Communication

Resource Constraints Recommitment to the

Process

Identify the Potential

Challenges

Modeling

Research Question 3

Research question 3. The following research question was asked, “How do Alternative

Dispute Resolution specialists measure the success of these strategies and practices to promote

conflict management?” This research question comprised the below interview questions to enlist

responses from the 15 participants involved in the study:

•IQ 6: How do you define and measure your success for your conflict management

interventions?

•IQ 7: What final outcome were you willing to settle for when trying to implement your

plan?

•IQ 8: How did you measure and track your success?

Interview question 6. How do you define and measure your success for your conflict

management interventions? Based on the responses from the Alternative Dispute Resolution

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experts and leaders five themes were constructed. Common themes that were determined by the

participants include: Designed Metrics on Conflict/Issue, Organizational Performance Metrics,

Sustainability of Conflict Management Intervention, Success Defined by Participants, and

Informal and Formal Feedback (See Figure 8).

Figure 8. IQ 6: Themes on defining and measuring success on conflict management.

Designed metrics on conflict/issue. This theme surfaced with seven of the 15 (46.7%)

participants affirming that customizing metrics around the conflict issue or problem statement

should be done (P1, P5, P6, P8, P11, P13, and P15). A fundamental standard described was to

identify what you want measured at the onset and have a clearly defined problem that can be

measured (P13 and P15). From there then develop metrics that show the benefits that are being

achieved that can be comparable to what does not exist or systems currently in place. These

metrics can be viewed in terms of dollars, time saved, and productivity (P15). Another way to

measure the success of the intervention is to assess if the conflict has ceased (P13). P6 added to

that commenting that common metrics to look at in conflict management interventions can

include tracking the number of complaints, number of repetitive complaints, turnover, production

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7 7 6

4 4

Designed Metrics on

Conflict/Issue

Organizational

Performance Metrics

Sustainability of

Conflict Management

Intervention

Success Defined by

Participants

Informal and Formal

Feedback

COUNT

THEMES

Interview Question 6

N 15 multiple responses per interviewee =

measurements, review of existing measurements, and speed of time of resolution. Also noted by

another participant was to “Understand who your audience is and what are the goals of the

program, then your metrics have to be designed around that” (P11, personal communication, June

9, 2017). Lastly, the Alternative Dispute Resolution specialist can evaluate if the intervention

impacts employee morale (P13).

Organizational performance metrics. Seven of the 15 (46.7%) participants conveyed that

examining organizational performance metrics in another method to measure success (P1, P4, P6,

P9, P10, P13, and P14). A review of business results was emphasized by P10, “To what degree

are we doing and accomplishing the strategic goals that we set forth for the organization” (P10,

personal communication, June 8, 2017). In addition to evaluating organizational and business

outcomes, P1, P5 and P9 stated that measuring performance improvements within teams,

individuals, and processes is another way to quantify achievements and success.

Sustainability of conflict management intervention. Six of the 15 participants indicated

that the sustainability of the conflict management intervention was a measure of success (P3, P4,

P9, P10, P12, and P14). Producing benchmarks offers the organization a mode to track the

sustainability of the intervention and recognize shifts in behaviors. P4 remarked that if an

increased understanding of conflict management was observed that is an indication of success.

Observing behavioral changes were referred to by P4, P9, P12, and P14. These behaviors can be

seen as a new set of skills being used to manage conflict and noticing if there is a relational

change between individuals in the organization that influence people’s interactions with one

another (P12). This is can be viewed in teams when they are in the “performing stage rather than

the storm stage” (P10, personal communication, June 8, 2017). Longevity of processes and

systems that were implemented can also be an indicator of success (P3).

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Success defined by participants. A theme that also emerged from four of the 15

participants expounded that success of the conflict management intervention should be defined

by the participants involved (P7, P9, P11, and P12). Dependent on the type of conflict

management intervention implemented the Alternative Dispute Resolution specialist should

assess the following (a) what are the organizational and business goals, (b) how is leadership

defining success, and (c) the parties or groups involved define what success will be. P11 further

stated:

If you're in an organization, it's going to be up to the senior leadership to decide what

they do and what they don't do. As with everything else in the organization, if it's a

wellrun organization there are goals and there are metrics for determining if those goals

are being met. (P11, personal communication, June 9, 2017)

Informal and formal feedback. An additional theme based on four of the 15 participants’

comments described how informal and formal feedback assists in measuring success (P2, P3, P5,

and P14). Anonymous direct and indirect feedback methods are utilized by P3 to review systems

and processes. P5 shared a structured approach to get feedback on the success of the

intervention, “I'll ask if the team is committed to meet during one of their regular staff meetings.

That might be a 90 minute briefing over lunch, where we’ll honestly discuss whether we think

we've made forward progress” (P5, personal communication, June 1, 2017).

Interview question 7. What final outcome were you willing to settle for when trying to

implement your plan? From the answers correlated from the Alternative Dispute Resolution

experts and leaders, three themes emerged. Common themes that were determined include:

Discuss Core Issue, Making a Positive Impact, and Achieved Outcome (See Figure 9).

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Figure 9. IQ 7: Themes on final outcomes willing to settle for.

Discuss core issue. Seven out of 15 (46.7%) participants replied to this interview

question indicating that discussing the core issue is an outcome they were willing to settle for

during the implementation of the conflict management intervention (P2, P4, P7, P8, P10, P13,

and P15). P2 remarked that sometimes more than one session is needed during a conflict

intervention but in circumstances that are voluntary multiple sessions do not always occur. Also

noted by another participant on what they are willing to settle for is to establish a rapport and

create an environment that encourages people to discuss their interests (P4). Getting time,

consideration, energy, and resources from leadership related to the conflict issue is considered by

P10 as a partial success and was willing to settle for that outcome. Going back to leadership to

revisit the issue later should not be left off the table according to P10.

Making a positive impact. The subsequent theme had six of the 15 participants express

that making a positive impact was something they were willing to settle for during the

implementation (P1, P5, P7, P9, P11, and P13). Positive impacts articulated in the interviews

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Discuss Core Issue Making a positive impact Achieved Outcome

COUNT

THEMES

Interview Question 7

N 15 multiple responses per interviewee =

consisted of gaining a better understanding of conflict management, exhibiting changed

behaviors, and introducing sustainable practices. Below details comments given by the

participants:

•Assess if people are aware and knowledgeable about what they are agreeing to, then it

can be handed off to them so they can be accountable to manage the process (P7)

•I look for what would have sustainability, and then my role is to question people to

see whether they're knowledgeable about what they're accepting, but I feel that if they

are knowledgeable and they understand what it is, they can make the trade-off, and it

doesn't belong to me, it belongs to them (P7)

•P5 stated that being able to develop certain methodologies and approaches to ensure a

sustainable collaboration is maintained when the Alternative Dispute Resolution

professional is no longer present

•An improvement in relationships that brings a forward looking outlook and direction

(P9)

•An overarching goal P10 mentioned for their organization was to have a better

workplace where complaints were reduced and people displayed a happier

disposition, however, this occurred incrementally

•Evaluate if the issue needs an immediate solution or if it can be managed over time;

Does the Alternative Dispute Resolution professional guide the organization with the

change or have them to manage the change over time (P13)

Achieved outcome. The last theme that emerged from five of the 15 participants was that

they successfully achieved the outcome when implementing their interventions and did not need

to make concessions (P1, P3, P5, P9, and P13). A key component P1, P3, and P5 attributed to

achieving the desired outcome was spending the time upfront assessing the conflict and

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identifying the problem statement in the planning phase. Also discussed was the ability to

manage the expectations from the leaders and stakeholders, and to be honest and realistic of what

can be accomplished (P9 and P13).

Interview question 8. How did you measure and track your success? Three themes

formed from the interviews of the 15 Alternative Dispute Resolution experts and leaders.

Common themes that were determined by the participants include: Feedback on Process and

Outcomes, Trends, and Reduction in Conflict (See Figure 10).

Interview Question 8

N = 15 mulitple responses per interviewee

14 13

10 9

Feedback on

Process and

Trends

Reduction in

Conflict

Outcomes

THEMES

Figure 10. IQ 8: Themes on measuring and tracking success.

Feedback on process and outcomes. Of the 15 participants interviewed 13 (86.7%)

offered input that developed a theme titled feedback on process and outcomes. All participants

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COUNT

except P10 and P12 agreed that they measured and tracked the success of an intervention based

on feedback received on process and outcomes. Below are the various methods the 13

participants used to gather real-time and post feedback data on whether or not the conflict

management intervention was successful:

•P7 acquires real-time feedback by facilitating a dialogue and capturing on a flip chart

what has worked and what has not worked

•Post feedback surveys:

o Inquiring if individuals are happy with the results (P1) or satisfied with the

outcome (P11) o Employ evaluation forms, engagement surveys, pulse surveys

(4-5 questions related to the conflict issue), and 360 feedback forms (P3, P5,

P7) o P4 conducted a basic survey with three questions identifying what

worked, what did not work, and any additional comments the participant

wanted to provide

•Obtain post feedback through interviews (P5, P13, and P14)

•P1 explained, not to only assess metrics but question how people feel about the

process and if they felt listened to

•Explore the impact of the intervention in relation to the overall outcomes, well-being,

or objectives of the organization (P1)

Two of the participants commented on how they also measured success if the plan was

implemented (P8) and if the core issue was resolved (P6).

Trends. There were five participants that offered input that related to trends (P3, P6, P8,

P13, and P15). Looking at the trends is an indirect measure to evaluate a variety of inputs to

gage if there are improvements that have occurred. It could be noting the number of people

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using the systems that have been put in place over a period time (P3). Trends can help leaders in

organizations see if there is willingness from individuals to express complaints, an increase in

output and productivity over time (P13), and a host of other shifts related to the conflict issue.

Reduction in conflict. Another theme that resulted from four of the 15 participants in

relation to measuring success in conflict management interventions was reducing conflict (P1,

P2, P6, and P10). One of the most straightforward means to measure success is to confirm if the

conflict was reduced after the intervention, or stopped from reoccurring (P3). Two of the participants

evaluated the number of claims reported or filed by employees (P1 and P10). Another item

examined by P10, is the type of conflicts reported and if the conflict has become less arduous over

time. Also mentioned was observing an improvement within teams. P10 assesses if teams are

working together better, and being more collaborative.

Research question 3 summary. Research question three posed, “How do Alternative

Dispute Resolution specialists measure the success of these strategies and practices to promote

conflict management?” The interview questions asked to the participants are detailed below.

•IQ 6: How do you define and measure your success for your conflict management

interventions?

•IQ 7: What final outcome were you willing to settle for when trying to implement your

plan?

•IQ 8: How did you measure and track your success?

The above interview questions were designed to understand how the participants define,

measure, and track success in conflict management programs and initiatives. Establishing

specific metrics around the conflict issue and reviewing organizational performance

measurements were primary success indicators. In addition, the sustainability and durability of

the conflict management intervention and the feedback received were also markers to define

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success. The intent of IQ7 was to identify what the participants were willing to settle for if they

could not accomplish the intended outcome. Two of the themes for IQ7 were to have a

discussion about the core issue and have a positive impact. Several participants conveyed they

did not need to settle, as they were able to achieve the outcome(s) by being realistic and

managing expectations on deliverables. Furthermore, IQ8 focused on the ways to track

improvement or prevent the conflict issue. Three themes that cultivated were feedback received

on the process and outcomes, trends, and assessing if conflict was reduced. A summary of the 11

themes for research question 3 is shown in Table 6.

Table 6

Summary of Themes for Research Question 3

IQ 6: Define and Measure IQ 7: Settled for this IQ8: Measurements of

of Success Final Outcome Tracking Success

Designed Metrics on

Conflict/Issue

Organizational

Performance Metrics

Sustainability of Conflict

Management Intervention

Discuss Core Issue

Making a Positive Impact

Achieved Outcome

Feedback on Process

and Outcomes

Trends

Reduction in Conflict

Success Defined by

Participants

Informal and Formal

Feedback

Research Question 4

Research question 4. The following research question was asked, “What

recommendations do Alternative Dispute Resolution experts have for enhancing structures and

networks to develop conflict management competencies?” This research question comprised the

below interview questions to enlist responses from the 15 participants involved in the study:

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•IQ 9: How do organizational networks and structures prevent and/or create conflict?

•IQ 10: What recommendations can you share to enhance organizational networks and

structures to develop conflict management strategies?

•IQ 11: What are some lessons learned?

•IQ12: What are some things you would have liked to know?

Interview question 9. How do organizational networks and structures prevent and/or

create conflict? According to the Alternative Dispute Resolution experts and leaders’ insights

four themes developed. Common themes that were determined include: Organizational Structure

and Policy, Social Networks/Relationships, Communication Practices, and Behavior (See Figure

11).

Interview Question 9

N = 15 multiple responses per interviewee

10 9

126

COUNT

Organizational Structure Social Communication Behavior

and Policy Networks/Relationships Practices

THEMES

Figure 11. IQ 9: Themes on creating and preventing conflict in organizations.

Organizational structure and policy. Eleven out of 15 (73.3%) participants suggested that

organizational structure and policy could create and prevent conflict in the workplace (P1, P3,

P5, P6, P8, P10, P11, P12, P13, P14 and P15). There was an apparent link between the structure

of an organization and policies formed to the creation and prevention of conflict. Many of the

insights shared by the participants connected the conflict with the design of organizations and

teams. The subsequent table describes the responses from the participants centered on their

experiences working on conflict management interventions in organizations.

Table 7

Organizational Structure and Policy Theme for Interview Question 9

Creates Conflict Prevents Conflict



Team interactions - intergroup and

intragroup conflict (P3, P5)

Sub-divided teams (P5)

Matrixed teams (P3, P5, and P6)

Organizational structures and networks that

extend across national cultures (P5)

Strong subcultures (P5)

Thoughtless policy (P6)

Division between departments and levels of

management (P8)

Not having Conflict Management



Conflict Management Training (P1, P13,

P14)

Conflict Management Systems (P13)

Coaching and Facilitation (P14)

Diversity & Inclusion efforts (P11)

Awareness of the organizational structure

and being able to navigate it (P9)

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

programs/policies in place (P13)

Employee morale (P13)

Different geographic locations/time zones

and processes (P9)

Social networks/relationships. The second theme for IQ9 had nine of the 15 participants

commenting on the role of social networks and social relationships in regards to conflict in

organizations (P1, P2, P3, P4, P7, P8, P9, P11, and P12). According to several of the

participants’ responses the prevention of conflict can be connected to the interactions and the

ability to communicate among employees. Building relationships and having a supportive

network in the workplace is essential in preventing conflict within organizations. The following

table outlines the observations shared by the nine participants.

Table 8

Social Networks/Relationships Theme for Interview Question 9

Create Conflict Prevent Conflict



Diverse teams having different ideas unable

to effectively communicate (P4)

Excluding the other person’s narrative (P8)

Ineffective communication within networks

Informal networks (P9)

Dysfunctional networks (P3)



Form networks of support systems (P1, P2)

Shared understanding within a group (P7)

Informal networks (P9)

Engaging informal leaders and people with

influence in conflict management process

(P9)

Create a variety of Employee Resource

Groups (P11)



Encouraging a culture focused on trust and

relationship building (P11)

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 Understanding the interests of the

organization and the individual (P12)

Communication practices. Six of the 15 participants emphasized the importance of

communication in organizations (P1, P2, P4, P5, P7, and P13). The communication practices

within an organization can either create or prevent conflict. A few comments were made

associating the communication patterns of the organization starting from the top-down. P1

noted, “You want everybody to have the same ideas on how to approach conflict” (P1, personal

communication, May 26, 2017). Furthermore, the level to which organizations and teams have

standard and consistent communication aids in the prevention and resolution of conflict, as well

as reducing the chance of misunderstandings (P2 and P5). Effective communication (P2), having

conversations that address conflict (P7), and direct dialogue that moves discussions forward (P2)

are communication practices that prevent the escalation of conflict. This is particularly crucial as

many organizations “depend on asynchronous communication, rather than synchronous

communication” (P5, personal communication, June 1, 2017) so there is a likelihood of

miscommunication.

Behavior. The fourth theme that developed from the remarks of three of the 15

participants mentioned behaviors relative to conflict (P3, P11, and P12). P3 stated that behavior

can both create and prevent conflict, and further added that the behavior of leadership is an

important driver of how conflict is viewed and managed in organizations. Additionally,

understanding the drivers of behavior is key in conflict. One participant suggested that

organizations should review how they incentive employees’ behavior and how that influences a

person’s conduct (P12).

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Interview question 10. What recommendations can you share to enhance organizational

networks and structures to develop conflict management strategies? Based on the replies

gathered from the Alternative Dispute Resolution experts and leaders four themes surfaced.

Themes that were determined by the participants include: Create a Problem-solving Culture,

Foster Internal and External Networks, Training, and Have a Conflict Management System (See

Figure 12).

Interview Question 10

N = 15 multiple responses per interviewee

14 13

130

COUNT

Create a Problem- Foster Internal and Training Have a Conflict solving Culture

External Networks Management System

THEMES

Figure 12. IQ 10: Themes recommending conflict management strategies.

Create a problem-solving culture. Thirteen of the 15 participants indicated that

organizations should create a problem-solving culture. From the responses to IQ10 there were

three sub-themes that developed (a) conflict management and communication, (b) promoting a

culture of self-reflection, and (c) processes and structures supporting conflict management.

•Conflict Management and Communication:

•“Create an entity-wide identity around conflict” (P1, personal communication,

May 26, 2017), and make is visible throughout the organization (p14)

•Encourage communication and dialogue around conflict

•Have communication channels that support transparent and consistent messages

that “occur vertically within the organization, and across silos” (P5, personal

communication, June 1, 2017)

•Support different opinions and perspectives being shared and encourage people to

listen to others with civility (P11)

•Engage people so they feel as though they were listened to (P15)

•Frame conflict in a positive light and view it as a potential opportunity, as to “take

the negative connotation away from the word conflict.” (P14, personal

communication, June 19, 2017)

•Promoting a Culture of Self-Reflection:

•Self-reflection should be encouraged starting from the top levels down (P2)

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•Recognize the role that you play in a conflict (P2) and understand how individual

behaviors produce conflict; the focus should begin at the individual versus

structural level (P3)

•Leaders should model behavior for employees to follow on how to manage

conflict productively (P4)

•Begin with making small changes and start with developing skills that build

relationships (P9)

•Processes and Structures Supporting Conflict Management:

•Keeping in mind the ethics, values, and integrity of the organization’s construct,

“democratic structures and collaborative systems” (P7 personal communication,

June 5, 2017)

•Create a standard process for problem-solving of asking the right questions and

identifying the key stakeholders and experts to contribute to solving the issue

(P10)

•Create an incentive structure that promotes conflict management and

problemsolving (P11); the organization needs to value problem-solving behaviors

•Train Human Resources and leadership in conflict management so issues are

handled quickly (P13)

•Implement rigorous strategic planning meetings to prevent unnecessary conflict

down the road (P11)

Foster internal and external networks. The following seven participants P4, P7, P8, P9,

P10, P11, and P15 noted that fostering internal and external networks was fundamental when

developing conflict management strategies. Three overarching elements mentioned by the seven

participants in regards to fostering internal and external networks were organizational structure,

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relationships, and communication. P7 responded by laying out the following, “Flatten the

organizational structure, build in opportunities for collaborative negotiation for feedback and

learning, and create complex self-correcting systems” (P7 personal communication, June 5,

2017). P9 emphasized the effectiveness of “cross functional relationships, and building

relationships within and across teams” (P9 personal communication, June 7, 2017). Also noted

was to become aware of the different networks, the roles they play in the organization, and when

they should be engaged in a process (P8). Another insight shared was the methods of

communication being utilized in organizations (P11). P15 advocated increasing real-time and

face-to-face communication to lessen misunderstandings caused by electronic communication.

Training. A third theme that surfaced from six of the participants was training for leaders

and employees on aspects of conflict management (P1, P4, P5, P6, P13, and P14). Three of the

participants explained that training can expand the understanding of conflict (P4) along with

building communication and collaboration skills (P5 and P6). Several participants agreed that

the same conflict management training should be given to the entire organization consisting of

leadership, Human Resources, and employees. Participants stress leadership as a contributor to

conflict as well as a solution. Further stated was that individuals are typically put into leadership

positions based on specific expertise not often on their leadership ability (P14). Another

participant noted that Human Resources should have adequate training in conflict management

(P13). P13 also expressed:

I think Human Resources departments, also anybody that works as a Human Resources

Manager or Human Resources person ought to be adequately and properly trained to

understand conflict management systems theory … to address and prevent issues of

conflict and improve the workforce. (P13, personal communication, June 16, 2017)

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Have a conflict management system. The last theme emerged from five of the

participants suggesting that organizations have a conflict management system in place (P5, P7,

P13, P14, and P15). If an organization does not have an existing Dispute Resolution Program,

“alternative employee-based conflict resolution system” (P5, personal communication, June 1,

2017), or some kind of process for conflict management prevention versus just a grievance

system (P13), then these five participants suggest that the organization implement one. Having a

conflict management system set up can address conflict before the issues escalate. This is also a

mechanism that allows employees to express concerns or problem within an organization (P3).

Additionally, it offers a channel to voice issues without fear of retaliation (P15).

Interview question 11. What are some lessons learned? According to the accounts shared

by the Alternative Dispute Resolution experts and leaders three themes developed. General

themes that were determined by the participants include: Conflict Manager Competencies,

Preplanning & Preparation, and View Conflict as an Opportunity (See Figure 13).

Interview Question 11

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Interview Question 11

N = 15 multiple responses per interviewee

Conflict

Manager

CompetenciesPre-planning & Preparation View Conflict as an Opportunity

THEMES

Figure 13. IQ 11: Themes on lesson learned.

Conflict manager competencies. All 15 participants provided insight into conflict

management competencies they learned over the years working in the field. There were three

subthemes that surfaced from their replies that comprised of (a) communication techniques, (b)

relationship building, and (c) understand the psychology of conflict. Participants mentioned that

the ability to manage expectations, employ active listening skills, incorporate

coaching/training/facilitation techniques are competencies they developed. P15 noted: You

know a lot of times, especially in a global environment, there is going to be people from

different cultures and they're interacting with each other, as well as people from different

135

COUNT

generations and different words mean different things to people so you need to make sure that

you've heard something correctly. (P15, personal communication, June 19, 2017)

Another competency the participants shared was the need to be able to build relationships. A

number of participants commented that demonstrating their capacity to be open, flexible,

authentic, and to create rapport and trust supports the aptitude to build relationships. P12 noted

the following:

Especially being a consultant the whole idea of building relationships and trust is hard,

but absolutely critical because people know that you're in and out. On the surface you

don't really have the time to establish relationships, but if you don't make the time then

you're not going to be fully informed of what you need to know because people aren't

going to trust you and they'll hold back information. (P12, personal communication, June

12, 2017)

To be able to reserve making judgements, assumptions, and to be conscious of your biases assists

in understanding conflict through the perspectives of the people dealing with the issue (P2, P3,

and P13). Understanding the psychology of conflict was mentioned in a variety of ways from

several of the participants (P1, P6, P8, P10 and P14). P7 stated the following in regards to

viewing conflict:

Many of the conflicts that take place inside organizations are us-versus-them conflicts,

and just like in the world as a whole, there are us-versus-them conflicts. What you can

come to as a result of this work is the realization that there is no them, there's just us.

Then you approach it differently. (P7, personal communication, June 5, 2017)

Pre-planning and preparation. Seven of the 15 participants described the significance of

learning the various aspects of the pre-planning and preparation phase of conducting conflict

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management interventions (P1, P3, P5, P8, P9, P10 and P13). The preparation in the planning

phase was repeatedly referenced in RQ1 and was commented on numerous instances in IQ11.

Below outlines the responses shared by the seven participants on the lessons learned in planning

and preparing for a conflict management intervention:

•Gain an understanding of the root cause problem statement (P13)

•Be prepared to handle the culture of the organization and the competency level of the

people (P1)

•More time spent upfront assessing the conflict (P3, P5, P9) and understanding the

concerns of the employees

•Need to have clear cut goals defined by the organization (P13)

•Know the mission of the organization and understand the direction the leaders want to

take the organization (P13)

View conflict as an opportunity. Finally, four of the participants commented that they

learned how to view conflict as an opportunity (P2, P8, P12, and P14). Conflict is not always an

adverse experience, ending with negative outcomes. Conflict can be transformational (P12) and

aid in growth and development (P8) for the individual, group, and organization. If people allow

it, conflict “can turn it into a fluid process” (P12, personal communication, June 12, 2017) in

which it is not counter-productive.

Interview question 12. What are some things you would have liked to know? From the

responses of the Alternative Dispute Resolution experts and leaders three core themes emerged.

Common themes that were determined by the participants include: Conflict Management

Approaches and Techniques, Politics and Hidden Agendas, and Understand Organizational

Dynamics (See Figure 14).

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Figure 14. IQ 12: Themes on what the participant would have liked to have known.

Conflict management approaches and techniques. This theme developed from 10 of the

15 participants (66.7%) which explain conflict management approaches and techniques these

participants would have liked to have known early in their career (P3, P4, P5, P6, P7, P9, P11,

P12, P14 and P15). Participants described that keeping an open mind to new methods and

approaches (P3, P4) has proved valuable. Furthermore, there is not a set standard to use in

conflict management interventions. Two of the participants expressed knowing how to ask the

right questions (P6 and P15) are techniques they would have like to have known at the beginning

of their dispute resolution career. P5 and P12 stated that having formal models, trainings, and

methodology on conflict management would have been beneficial versus them learning

experientially. Also, P5 added that having a mentor to provide feedback would have been

valuable. Finally, P7, P11, and P14 suggested understanding the principles of human behavior

and conflict early on would have been advantageous.

Politics and hidden agendas. Seven of the participants expressed they would like to

know the politics of an organization and any hidden agendas at the beginning of an intervention

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7 7

Conflict Management

Approaches and Techniques

Politics and Hidden Agendas Understand Organizational

Dynamics

COUNT

THEMES

Interview Question 12

N 15 multiple responses per interviewee=

(P1, P2, P3, P6, P7, P8 and P11). Participants detailed the following factors that they need to be

aware of during a conflict management intervention (a) opposition (P1), (b) political alliances

(P2), (c) unstated agendas (P3, P6, P7, P8), and (d) background conversations you are unfamiliar

with (P11). An agreement among several of the participants was that these aspects generally lie

below the surface within organizations. Furthermore, P7 stated, “About 99% of conflicts take

place below the surface” (P7, personal communication, June 5, 2017).

Understand organizational dynamics. The third theme for IQ12 put emphasis on

understanding organizational dynamics which seven participants noted they would have like to

know before they get entrenched into a conflict management intervention (P2, P3, P9, P10, P11,

P13, and P15). Both P13 and P15 noted that identifying the decision-maker and understand the

historical context of the conflict and relationships in the organization were critical. Also the

ability to recognize that organizations are complex and dysfunctional was what P10 determined

from experiences working in organizations. Lastly, being cognizant of the organizational culture,

subcultures, and culture based on geography is essential to consider (P2, P3, and P9).

Research question 4 summary. Research question four proposed, “What

recommendations do Alternative Dispute Resolution experts have for enhancing structures and

networks to develop conflict management competencies?” The four interview questions were

asked to the participants.

•IQ 9: How do organizational networks and structures prevent and/or create conflict?

•IQ 10: What recommendations can you share to enhance organizational networks and

structures to develop conflict management strategies?

•IQ 11: What are some lessons learned?

•IQ12: What are some things you would have liked to know?

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Research question four strived to gain insight into prevention mechanisms and causes of

organizational conflict through the perceptions and experiences of the participants.

Recommendations, lessons learned, and input on the development of conflict management

competencies was also warranted. In IQ9 four themes emerged with each having a tendency to

both prevent and create conflict within organizations. Organizational structure and policy, social

relationship and networks, communication practices, and behaviors were mentioned as either

contributors to conflict or viewed as possible methods to prevent conflict. IQ10 garnered

recommendations to develop conflict management strategies in organizations. Creating a

problem-solving culture, fostering internal and external networks, providing conflict

management training for everyone in the organization, and establishing a conflict management

system were themes formed.

All 15 participants in IQ11 referenced learning various methods, behaviors, and

approaches to use in their conflict management interventions. Also discussed was changing how

conflict is viewed in organizations from a destructive and negative lens to viewing conflict as an

opportunity to create, enhance, and innovate. Furthermore, the desire of knowing conflict

management techniques and approaches earlier in their professional career was frequently stated.

The participants often mentioned that conflict management skills were developed from

experiential learning versus traditional learning formats. Additionally, knowing hidden agendas,

the political landscape, and organizational dynamics were things participants shared they wanted

to know at the onset of a conflict management intervention. Table 9 provides an overview of the

14 themes developed in the final research question.

Table 9

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Summary of Themes for Research Question 4

IQ 9: Preventing and IQ 10: IQ 11: Lessons IQ 12: Liked to have

Creating Conflict Recommendations Learned known these things as to Develop

Conflict an ADR specialist

Management

Strategies

Organizational

Structure and Policy

Social

Networks/Relationshi

Communication

Practices

Behavior

Create a

Problemsolving

Culture

Foster Internal and

External Networks

Training

Have a Conflict

Management

System

Conflict Manager

Competencies

Pre-planning and

Preparation

View Conflict as

an Opportunity

Conflict Management

Approaches and

Techniques

Politics and Hidden

Agendas

Understand

Organizational

Dynamics

Chapter 4 Summary

The purpose of this phenomenological qualitative study was to determine how to enhance

conflict management competencies in organizations through informal networks and informal

structures. Furthermore, the intent of this study was to understand and identify what strategies

and practices, challenges, success measurements, and recommendations leaders and specialists in

the field of Alternative Dispute Resolution have used in conflict management interventions.

Twelve semi-structured interview questions were formed to investigate the below four research

questions:

•RQ1: What strategies and practices do Alternative Dispute Resolution specialists employ

to promote conflict management?

•RQ2: What challenges are faced by Alternative Dispute Resolution specialists in

implementing strategies and practices to promote conflict management?

141

•RQ3: How do Alternative Dispute Resolution specialists measure the success of these

strategies and practices to promote conflict management?

•RQ4: What recommendations do Alternative Dispute Resolution experts have for

enhancing structures and networks to develop conflict management competencies?

A sequence of procedures was followed by the researcher during the data collection and

coding analysis process. Forty-six themes were identified by the researcher that emerged from

the data and coding analysis. Four principal themes that surfaced for conflict management

practices and strategies were Strategic Conflict Management Planning, Engage Stakeholders in

the Process, Convening and Inquiry, and Consensus Building. Strategic Conflict Management

Planning was the top theme (93.3% participant response rate in IQ1) that was frequently

mentioned, and was indirectly commented on in IQ2, IQ3, IQ6, and IQ11. Lack of Stakeholder

Engagement (60% participant response rate in IQ4) surfaced as a challenge many participants

faced when implementing a conflict management intervention. Feedback on Process and

Outcomes (86.7% participant response rate in IQ8) was mentioned either directly or indirectly in

IQ1, IQ2, IQ3, and IQ5. This theme was a core technique participants employed to measure and

track success of the conflict management intervention. Four key themes that were formed on

recommendations to develop conflict management competencies were Conflict Manager

Competencies, Create a Problem-solving Culture, Organizational Structure and Policy, and

Conflict Management Approaches and Techniques. Conflict Manager Competencies emerged in

IQ11with a 100% participant response rate. It was also indirectly mentioned in IQ1, IQ2, IQ3,

IQ5, and IQ12. Create a Problem-solving Culture was the second highest theme that appeared

(86.7% participant response rate in IQ10) that was indirectly stated in IQ1, IQ2, IQ3, IQ5, IQ9,

and IQ11. A summary of all the 46 themes can be referenced in the Table 10. Chapter 5 will

142

provide further detail on the analysis, findings of the study, implications, recommendations for

future research, and conclusion on the study.

Table 10

Summary of Themes for Four Research Questions

RQ1: Planning Strategies

and Practices

RQ 2: Implementation

Challenges

RQ3: Measurement of

success

RQ4: Recommendations

Strategic Conflict

Management Planning

Convening and Inquiry

Design Solutions

Gain Trust and Rapport

Outreach and Education

Engage Stakeholders in

the Process

Consensus Building

Buy-in from Leadership

and Stakeholders

Diversity and Inclusion

Listen and Facilitate

Positive Discussions

Identify the Resistance

Communicate Value

Legitimize the Process

Lack of Stakeholder

Engagement

Resistance and

Opposition

Resource Constraints

Be Agile

Positive

Communication

Recommitment to the

Process

Identify the Potential

Challenges

Modeling

Designed Metrics on

Conflict/Issue

Organizational

Performance Metrics

Sustainability of Conflict

Management

Intervention

Success Defined by

Participants

Informal and Formal

Feedback

Discuss Core Issue

Making a Positive

Impact

Achieved Outcome

Feedback on Process and

Outcomes

Trends

Reduction in Conflict

Organizational Structure and

Policy

Social

Networks/Relationships

Communication Practices

Behavior

Create a Problem-solving

Culture

Foster Internal and External

Networks

Training

Have a Conflict Management

System

Conflict Manager

Competencies

Pre-planning and Preparation

View Conflict as an

Opportunity

Conflict Management

Approaches and Techniques

Politics and Hidden Agendas

Understand Organizational

Dynamics

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Chapter 5: Conclusions and Recommendations

To remain competitive and profitable many organizations have taken steps to redirect the

strategic vision of the company, restructured the organization, brought in new leadership, merged

with other entities, and implemented various other actions to impact business. However, conflict

is a constant with or without such major changes introduced to the organization. A question

leadership should be proposing is whether the conflict is healthy for the organization or is it

manifesting in ways that are counterproductive or destructive. Furthermore, leadership should

assess if conflict is a barrier to achieving business goals and negatively influencing employees’

productivity and morale. This research study will further contribute to the existing body of

literature on conflict management in organizations. Additionally, the study will allow

educational institutions teaching Conflict Management to incorporate the best practices and

strategies found in this research into existing curriculum for Alternative Dispute Resolution

specialists. Also, the research conducted from this study will provide future conflict

management specialists, Human Resources employees, and leaders insight into practices,

challenges, and recommendations on promoting conflict management in an organization.

In Chapter 5 the researcher’s analysis from the literature and data collection will be

summarized. The resulting sections of this chapter will offer an overview and highlights of the

findings from the study in relation to the current literature. In addition, this chapter will detail

implications of the study, recommendations for future research, and final thoughts.

144

Summary of the Study

This phenomenological qualitative study was developed to examine how organizations can

enhance conflict management competencies. The study was designed to capture the practices

and strategies, challenges, and recommendations provided by the shared lived experiences of

Alternative Dispute Resolution specialists when working on conflict management interventions

and initiatives in organizations. The core research questions are outlined below:

•RQ1: What strategies and practices do Alternative Dispute Resolution specialists employ

to promote conflict management?

•RQ2: What challenges are faced by Alternative Dispute Resolution specialists in

implementing strategies and practices to promote conflict management?

•RQ3: How do Alternative Dispute Resolution specialists measure the success of these

strategies and practices to promote conflict management?

•RQ4: What recommendations do Alternative Dispute Resolution experts have for

enhancing structures and networks to develop conflict management competencies? The

research study is composed of five distinct chapters. The initial chapter structured and

laid the foundation to the subsequent sections of the research study. Chapter 2 provided

an overview of existing literature, while chapter 3 framed the research methodology and

procedures used to conduct the study. The latter chapters, 4 and 5, described the coding

process, analysis of data, and the findings.

The first chapter framed the background information on the research subject, the purpose

of the study, the significance of the research, and key terminology. Also indicated are the

limitations and assumptions of the study. The second chapter explored the current literature of

the theoretical frameworks of various types of conflict management practices and models,

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communication techniques, emotional intelligence, and learning theories. Further explained are

factors that influence conflict such as organizational structure, technology, and team dynamics.

The next chapter discussed the nature of the study, and the methods and steps applied by the

researcher during the data collection phase. This consisted of a description of the research

design, recruitment process of participants employing purposive sampling, interview protocol,

and human protections criteria. The fourth chapter reiterated the data collection process, as well

as the coding analysis and validation of themes through statements, phrases, and direct quotes

from the participants’ interviews. The final chapter details the key findings from the data

analysis and the following written segments.

Summary of the Findings

The analysis was driven by the data gathered from the 15 participants that garnered

noteworthy results and findings from the semi-structured interviews. The 15 participants that

agreed to contribute to the study had extensive experience in the area of Conflict Management

that included being in various positions throughout their career. Roles the participants previously

held or are currently functioning in comprise of Organizational Consultant (14 participants),

Trainer (12 participants), Mediator (12 participants), Alternative Dispute Resolution Professor (9

participants), Coach (8 participants), Human Resources Leader (6 participants), Lawyer (1

participant), and Ombudsman (1 participant).

These experts and leaders in Alternative Dispute Resolution were recruited from a master

list created using (a) the 15th annual Online Dispute Resolution Conference website, (b)

Mediate.com website, (c) Southern Methodist University’s Center of Dispute Resolution and

Conflict Management website, and (d) LinkedIn’s Alternative Dispute Resolution professional

groups. Twelve open-ended questions along with follow-up questions were asked to the 15

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participants. Interviews were conducted using video conferencing and via phone calls. Forty-six

themes emerged from the coding analysis process. Below highlights the top theme(s) for each

interview question which identify the strategies, challenges, and recommendations based on the

participants’ responses:

1. In the planning phase various techniques were shared by many of the participants that

assist in researching the organization, assessing the conflict, and identifying the

problem statement which corresponded to strategic conflict management planning.

2. Engaging stakeholders in the process was mentioned as a tactic to get constituencies

involved in the planning process to promote conflict management.

3. Listening and facilitating positive discussions was a method expressed to overcome

resistance or opposition.

4. Lack of stakeholder engagement was a significant challenge participants encountered

when implementing a conflict management intervention.

5. Positive communication and the ability to be agile were repeatedly commented on as

approaches to deal with the unexpected challenges.

6. Both designing metrics around the conflict issue and evaluating organizational

performance metrics were equally expressed by the participants as how they define

and measure success for a conflict management intervention.

7. A majority of participants remarked that they were willing to settle for discussing the

core issue when implementing a conflict management intervention.

8. Feedback on process and outcomes was what numerous participants stated how they

measure and track success for conflict management interventions.

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9. Organizational structure and policy was frequently expressed as a factor that can

prevent and create conflict.

10. Create a problem-solving culture was strongly recommended to develop conflict

management strategies and enhance organizational networks and structures.

11. Over the course of the participants’ professions conflict manager competencies and

methods were developed through traditional and experiential learning.

12. Many of the participants shared that they would have liked to have known conflict

management approaches and techniques earlier on when working on conflict

management interventions.

Discussion of Key Findings

The findings from this study are meant to provide value and greater understanding to

Alternative Dispute Resolution leaders and experts, along with other individuals working in

organizations supporting conflict management initiatives or programs in some capacity. This

section will compare the findings to the current body of literature discussed in chapter two. The

next sections will also explain particular themes based on the response rate of the 15 participants

for each research question.

RQ1: Strategies and practices employed to promote conflict management. The first

research question was designed to gather strategies and practices employed by the participants to

promote conflict management. Thirteen themes in total surfaced for research question one. The

top four themes with highest response percentage for research question one included: strategic

conflict management planning (93.3%), engage stakeholders in the process (73.3%), consensus

building (66.7%), and convening and inquiry (66.7%).

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Fourteen of the 15 participants indicated some manner or method that should occur in the

planning process when leading or facilitating a conflict management intervention. Preparation

through planning and research were highly commented on by the participants. This involved

understanding the organization’s strategic vision, meeting with key constituencies (P1, P2, P3,

and P9), and gathering data through surveys and metrics (P1, P2, P3, P5, P8, and P14).

Additional feedback received from some of the participants was to keep leadership informed

during this process and discuss next steps (P4, P7), perform a conflict audit (P7, P13), and

determine objectives the organization anticipates will be achieved (P2). Identifying the problem

statement or conflict issue was frequently emphasized in some fashion (P1, P3, P4, P5, P6, P7,

P8, P12, P13, and P15). Further stressed was the notion that if the problem statement or conflict

issue is not identified accurately then the following phases of the conflict management

intervention would prove ineffectual and not address the actual cause of the conflict. In Chapter

2, the traditional mediation process was highlighted as a phased approach centralized on

mapping out the problem solving process (Folger et al., 2001). This strategy is process oriented

and supports the methodical approach used by many of the participants in some form or another.

However, several participants commented that there is not an established standard or set of

practices to follow when planning for a conflict management intervention.

Another strategy expressed was engaging stakeholders in the process. Creating a process

that people agree to (P5), keeping individuals informed throughout the process (P6), and getting

people involved in developing solutions (P4) are fundamental when engaging stakeholders.

Encouraging people to develop solutions to the problem was expressed by the participants so

constituencies become invested and aware that there are mutual benefits in being involved in the

process. Explaining to the stakeholders the value of resolving conflict quickly was also shared

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(P10). Furthermore, actively listening, hearing people’s narratives, and coaching them through

the process were all ways to engage stakeholders (Barner & Ideus, 2017).

Listening to the narratives of others not only promotes engagement, it also aids in consensus

building and convening and inquiry. Narrative story-telling is connected to how individuals live

their life in narrative form and experience their life in a world they have constructed (Barner &

Ideus, 2017). Hearing one’s stories through conducting interviews, informal and formal one-

onone meetings (P2, P3, P4, P5, P9, P14), and focus groups (P3, P5, P9, P12) with stakeholders

and leaders aids trust building (Mayer et al., 1995). Gaps or paradoxes in a story allow for

further inquiry that can offer a better understanding of the conflict from the other person’s

perspective. When able to separate the person and the problem this shifts conflict in to being an

external element instead of conflict only being associated to a person or group (Cloke, 2008). A

number of drivers cause conflicts which include information, relationships, structure, interests,

and values (Furlough, 2005). Uncovering the root cause and dynamics of a conflict can be

complex so understanding the different conflict drivers help Alternative Dispute Resolution

specialists in strategic conflict management planning, engaging stakeholders in the process,

consensus building, and convening and inquiry. This aids conflict management practitioners

when at times a more nuanced approach in needed to find practical solutions.

RQ2: Challenges faced when implementing conflict management interventions.

Research question two was formed to gain insight into the challenges the participants faced

during the implementation of conflict management interventions and how they dealt with them.

Eight themes transpired for research question two. The top three themes with the highest

response percentage for research question two consisted of: lack of stakeholder engagement

(60%), be agile (46.7%), and positive communication (46.7%).

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In IQ4, lack of stakeholder engagement was stated routinely as a challenge encountered

during the implementation phase of a conflict management intervention (P1, P3, P5, P6, P7, P10,

P12, P13, and P14). Lack of leadership buy-in was another barrier faced by the participants (P3,

P5, P7, P10, P12, P13, and P14). The literature discusses the link between motivation and the

engagement level of employees in terms of intrinsic and extrinsic measures (Benabou & Tirole,

2002). Understanding the motivation of the stakeholders and making them aware that their

involvement is crucial should be communicated. Robbins and Judge (2015) state motivation is

measured by “an individual’s intensity, direction, and persistence of effort toward attaining a

goal” (p. 184). Intrinsic motivation does not focus on external rewards but on internal stimuli

such as learning to develop proficiency or to complete a task to gain satisfaction (Calder & Staw,

1975; Deci & Ryan, 1980). While external motivation is driven by monetary incentives and

recognition. Furthermore, explaining the implementation phases of the conflict management

intervention will set expectations early on for stakeholders so they understand that delays will

occur, challenges will happen, and progress will be incremental. Managing their expectations

will alleviate potential disengagement, along with fostering communication and building rapport

in the initial stages to gain trust.

Being agile and having positive communication were the next highest themes for RQ2.

Participants were asked how they dealt with unexpected challenges in IQ5. Being agile and

framing communication in a positive way was commonly expressed. According to Wilmot and

Hocker (2011) power is interpersonal and the dynamics of power are fluid, changeable, and

dependent on each situation. Conflict also possesses this fluidity and movement based on

circumstances. Unpredictability the participants experience requires them to demonstrate their

ability to be agile and change directions when unanticipated challenges arise (P1, P2, P5, P7, P8,

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P9, and P10). Three aspects of being agile are (a) be flexible, (b) contingency planning, and (c)

self-reflection.

In addition, framing communication in a positive manner is essential when administering

conflict management strategies (P1, P3, P7, P9, P12, P14, and P15). Turning roadblocks into

something productive (P1), being creative, showing empathy (Barreta, 2008), and making sure

you are present encourage positive communication (P12). How people express themselves in

conflict can determine an outcome for an issue (Bergiel et al., 2015; Hartman & McCambridge,

2011). The connection between communication and conflict enables the process of conflict

management to occur. People need to be able to communicate freely to lessen chances of

miscommunication and confusion. An opportunity to have a deeper conversation has the

potential to be transformative in nature (P7). The transformative methodology used in mediation

fosters empowerment and recognition shifts, and centers on the parties determining the process

and the outcome (Folger et al., 2001).

RQ3: Measuring and tracking the success of the conflict management interventions.

Research question three was developed to get input on the success measurements participants use

for their conflict management interventions. Eleven themes emerged for research question three.

The top four themes with highest response percentage for research question three comprised of:

feedback on process and outcomes (86.7%), designed metrics on conflict/issue (46.7%),

organizational performance metrics (46.7%), and discuss core issue (46.7%).

Thirteen of the 15 participants commented that they measure and track success based on

feedback they receive on process and outcomes implemented. Post feedback surveys inquiring if

the users and stakeholders were satisfied with the outcome (P1 and P11) were used. Another

measurement utilized was evaluation forms, engagement surveys, pulse surveys, and 360

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feedback forms (P3, P5, and P7). Feedback was also gathered through post interviews assessing

how people felt and if they thought they were heard.

The following three themes for RQ3 that ranked highest each had the same response rate

percentage. Metrics designed around the conflict issue or problem statement was mentioned

multiple times (P1, P5, P6, P8, P11, P13, and P15). Identifying the problem initially and

customizing metrics around that is a practice employed (P13 and P15). For example, metrics can

be viewed in terms of dollars, time saved, and productivity (P15); or it can be assessed by

tracking the number of complaints, types of complaints, employee turnover, production

measurements, comparison of existing measurements, and speed of time of resolution.

Organizational performance metrics is another measurement of success (P1, P4, P6, P9, P10,

P13, and P14). Evaluating business outcomes, measuring process improvements, and team

performance can also be tracked (P1, P5 and P9). In IQ7, discussing the core issue is an outcome

participants were willing to settle for during the implementation of the conflict management

intervention (P2, P4, P7, P8, P10, P13, and P15). Establishing rapport and encouraging people to

discuss their interests (P4), along with acquiring time, consideration, energy, and resources from

leadership was considered by P10 as a partial success.

Although there was much data collected from the participants on how they define and

measure success for conflict management interventions, it was clear that there is no set of

standard measurements practitioners apply. According to a few of the participants, a weak point

when conducting a conflict management intervention relates to measuring and tracking success.

The significance of aligning framework documents that are structured in the planning phase to

the success measurements after the implementation phase is standard for several participants.

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RQ4: Recommendations to develop conflict management competencies. The final

research question was constructed to obtain an understanding from the participants on how to

enhance structures and networks to develop conflict management competencies. Fourteen

themes materialized for research question four. The top three themes with the highest response

percentage for research question four included: conflict management competencies (100%),

create a problem-solving culture (86.7%), and organizational structure and policy (73.3%).

There was an overall consensus that conflict manager competencies were developed both

through experience and some type of formal training. Characteristics of psychology of conflict

were brought up by several of the participants (P1, P6, P8, P10 and P14). This entails being able

to reserve making judgments, assumptions, and to be conscious of biases. Individuals develop an

understanding of conflict through the perspectives of the people dealing with the issue (P2,

P3, and P13). Being aware of one’s conflict type and recognizing how other conflict styles

interact with each other can prove valuable when leading teams or working with a group of

diverse individuals (Meluch & Walter, 2012). This concept of self-awareness is one of the pillars

of emotional intelligence, according to Daniel Goleman (Barreta, 2008). Mastering the capacity

to understand the emotions of one self and the feelings of others heightens the skills level to

respond to and manage conflict. Gaining a better understanding of human behavior was also

emphasized, and corresponds to intrapersonal, interpersonal, and organizational conflicts (Di

Pietro & Virgilio, 2013; Donais, 2006).

Several participants commented that displaying the ability to be open, flexible, authentic,

and to build rapport and trust were crucial. The relationships between coworkers must have trust

otherwise the potential for conflict increases (Mayer et al., 1995). The absence of trust within

project teams and departments generates obstacles in meeting deadlines and completing projects

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(Peelle, 2006). A fundamental comprehension of beliefs, customs, values and traditions are

needed to help build trust and rapport with others (Mayer et al., 1995).

Thirteen of the 15 participants indicated aspects that supported organizations creating a

problem-solving culture to manage conflict. Literature describes a connection with an

organization's culture and environment and how conflict is managed (Friedman et al., 2000;

Jameson et al., 2009; Poitras & Le Tareau, 2008). There are situations in which conflicts need a more

evolved approach to reach a solution, and the knowledge capital of an informal network or social

system can assist (Krackhardt & Hanson, 1993; Wenger-Trayner & Wenger-Trayner, 2015). When

insight, guidance, or direction is needed versus a traditional resolution then an informal network of

peers can be referred to in such instances (Kotter, 2014). Utilizing an informal network of peers,

mentors, and coaches supports the development (Salas et al., 2015; Wenger-Trayner & Wenger-

Trayner, 2015) of conflict management competencies. Several principles are in line fostering

informal networks. Within cognitive apprenticeship there are various stages of skill acquisition.

Creating a problem-solving culture leans on the principles of attaining expert problem solving skills

detailed in the cognitive apprenticeship model. The framework describes growing complexity,

increasing diversity, and teaching global before local skills as methods to build proficiency (Collins

et al., 1987). Organizational structures and policy were stated by many of the participants as both

creating and preventing conflict (P1, P3, P5, P6,

P8, P10, P11, P12, P13, P14 and P15).

Implications of the Study

The objective of this study was to determine conflict management strategies and practices

to enhance conflict management competencies within the workplace. Upon completion of the

different phases of the study significant themes emerged and applicable implications were

developed from the analysis and study findings. The following sections detail the implications:

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Implications for organizations. The natural state of an organization is to be in conflict.

The perception of conflict is typically seen as negative, undesirable, or even harmful in

organizations (Clerq et al., 2009; Meluch & Walter, 2012; Wilmot & Hocker, 2011). A need to

shift the conflict narrative and slant within organizations should occur so conflict can be viewed

as an opportunity to enhance organizational effectiveness and increase innovation (Gladstein,

1984; Salas et al., 2015). To attain organizational objectives and reduce costs connected to

conflict corporations should encourage a problem-solving culture. A strategic framework to

promote a problem-solving culture that incorporates literature and data gathered in this study is

composed of three components (a) environment, (b) system, and (c) competency (See Figure 15).

The three pillars are further described in the below sections.

Environment. The environmental structure and design directly influences how conflict is

viewed, communicated, and managed in organizations. The organizational design, team

structure, and impact of technology on communication have changed how people interact and

work together in the modern workplace. Group dynamics and team communication has changed

as a result of leaner organizational structures with fewer levels of management and the formation

of matrixed and self-managed, cross-functional teams. Consequently, this increases conflict and

impacts team performance and employee engagement.

Creating an environment that encourages social relationships and networks allows

information and knowledge to be circulated through formal and informal channels. This also

produces communities and networks in which individuals can turn to when seeking guidance,

feedback, insight, or informal problem-solving. Employee resource groups, centers of

excellence, and communities of practice are some networks organizations can establish to

promote such interactions organically. The integration of a diverse group of stakeholders in the

conflict management process is vital for an initiative to be successful. However, it is also

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significant to have an organization that supports diversity and inclusion in the workforce

population to foster a creative and innovative environment.

In addition, it is beneficial to have the employees and staff understand the organizational

structure and various dynamics, programs, and strategic initiatives of the company. To have an

awareness of this helps individuals navigate complex processes and structures lessening the

occurrence of conflict due to miscommunication and confusion. Furthermore, an organization

must distinguish its conflict identity and ensure that this is messaged appropriately throughout

the established structure. For example, here are some questions the organization needs to address

(a) what is the organization’s perception of conflict, (b) how does leadership deal with conflict,

and (c) what are the systems and mechanisms put in place to manage conflict. Finally, the use of

organizational performance metrics such as key performance indicators to assess the impact of

conflict is paramount. Reviewing the effect conflict has on an organization’s performance will

aid in understanding if conflict is constructive or destructive to the success of the organization.

Fostering a problem-solving culture that empowers and includes individuals to contribute and

determine what success is has a substantial influence on the engagement of employees.

System. As mentioned in the literature review organizations often implement some type

of Dispute Resolution program to manage conflict and handle complaints filed by employees.

Making an investment in a robust conflict management system to address disputes is necessary

for organizations to promote a problem-solving culture. These systems should be reevaluated

and audited periodically to ensure conflicts and disputes are managed, individuals are utilizing

the conflict management system, and to review if the system put in place is effective and

relevant. Another systemic process that could be integrated during leadership strategy and

planning meetings is to fold in aspects shared by the participants described in the Strategic

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Conflict Management Planning theme from IQ1. This allows leaders to consider the role conflict

would play when rolling out strategic initiatives. Planning meetings would be the time to discuss

ways to prevent or reduce possible conflict.

Another element tied to the system component of a problem-solving culture is designing

specific metrics around the conflict/issue. Connecting customized metrics to measure the

systems, processes, and tools employed to manage conflict will track progress made and identify

if changes need to be considered and executed. Feedback gathered on process and outcomes,

along with monitoring trends are also recommended. Additionally, to ensure individuals

understand the systems in place education should be provided, along with basic conflict

management training for the entire organization. This type of outreach and education is pivotal

so leaders and employees are receiving the same information. Also, this encourages stakeholders

and users to engage in the process. Carrying out these actions can legitimize the systems and

processes used to manage conflict.

Competency. The third feature of a problem-solving culture is the competency of the

management and staff to manage conflict. While organizations have largely focused on

structuring environments and putting conflict management systems in place, attention also should

be given to conflict management competencies at the individual level. This study has provided

key conflict management approaches and techniques that organizations can leverage to develop

conflict management competencies. Themes emerged from the data analysis that would be

relevant to building core competencies when dealing with conflict. The ability to demonstrate

agility, gain trust and rapport, conduct initial planning and preparation, design solutions,

communicate effectively, and model key behaviors others are able to observe were all discussed

by various participants.

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Many of these themes will also be incorporated in the competencies mentioned for

Conflict Manager Specialists explained in the next implication section. A recommendation was

suggested by one participant for organizations to have specific functions and roles for Conflict

Manager Specialists. Utilizing individuals with a specialized skillset to manage conflict will

address multiple gaps organizations possess. One disconnect organizations demonstrate is

placing an emphasis on project and business plans, and giving less attention to processes on

communication. Secondly, organizations tend to focus their efforts on being reactive versus

establishing mechanisms to prevent conflict. Finally, organizations should understand and listen

to employees’ concerns early on to deter conflict from escalating and formal complaints being

filed. Acquiring internal conflict management consultants who have expertise and formal

training in coaching, team building, organizational change management and organizational

design can address such issues.

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Figure 15. Problem-solving culture framework.

Implications for Alternative Dispute Resolution specialists. The findings of this study can be

beneficial to existing Alternative Dispute Resolutions specialists as well as individuals entering

the field of Conflict Management. The participants in the study provided insight and input to

strategies and practices they use during a conflict management intervention. These include

identifying a problem statement, assessing organizational dynamics, conducting a conflict audit,

engaging key stakeholders, employing communication practices, overcoming resistance, and

defining and tracking success measures. In addition, another strategic model that could be used

to understand the organizational dynamics is the SPELIT Power Matrix Leadership Tool which

examines six elements of an organizational strategy. Incorporating a holistic approach to

understand a conflict issue utilizing conflict management models, techniques, and frameworks

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will generate standards and processes Alternative Dispute Resolutions specialists and others

working in the areas of Dispute Resolution and Human Resources can apply when promoting

conflict management strategies. Figure 16 lays out a three tier model that Alternative Dispute

Resolutions specialists can apply when working in organizations with conflict.

•The bottom tier labeled Identifying Problem Statement that is coded in green centers on

detecting the root cause of the conflict or issue an organization has encountered. It is

essential to understand the conflict in the initial planning phase of an intervention

because subsequent steps and actions will be dependent on identifying the conflict.

Additionally, metrics will be designed and tracked according to the conflict assessment

and identified problem statement.

•The second tier of boxes coded in blue consists of three overarching strategies and

practices that Alternative Dispute Resolutions specialists can employ in conflict

management work. Assess organizational dynamics, employ communication practices,

and conduct a conflict audit were all feedback received from the interview questions that

fell under RQ1 and RQ4 which focused on the strategies and practices, and the

recommendations of this study.

•Lastly, the third tier highlighted in orange is comprised of three elements that will

provide tactics and approaches Alternative Dispute Resolutions specialists can apply

when implementing conflict management interventions. Overcome resistance and

opposition, engage key stakeholders, and define and track success measures are all

related to themes developed in RQ2 and RQ3 that investigated challenges and success

measures in the study.

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Figure 16. Conflict management intervention model.

Implications for educational institutions teaching Conflict Management. Consensus

was reached among all the study participants that they attained a substantial degree of their

conflict management skills and approaches through experiential learning. The researcher came

to the conclusion that comprehensive conflict management training was lacking in many

educational institutions. Characterizing conflict manager competencies can help craft future

courses and curriculum that would reflect on the following aptitudes and skills.

•Understand the psychology of conflict and human behavior

•Be open, flexible, and authentic

•Ability to be realistic and manage expectations

•Have effective communication and listening skills

•Proficiency in coaching/training/facilitating skills

•Capacity to build relationships, rapport, and trust

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•Knowledge of organizational change and process design

•Understanding of conflict management models and theories

The chart below categorizes the conflict manager competencies gathered in this study into four

quadrants and several subgroups for each core competency (a) psychology of conflict, (b) assess

conflict, (c) communication, and (d) engagement (See Figure 17).

Figure 17. Conflict manager competency paradigm.

Recommendations for Future Research

This qualitative study interviewed 15 Alternative Dispute Resolution scholars, leaders

and/or practitioners who implement conflict management interventions in organizations. The

intent of this research study was to explore the strategies and practices, challenges, and

recommendations shared by the participants to enhance conflict management competencies

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within the workplace. Merging the current literature relative to conflict, organizational design,

communication, and learning theory along with the collective experiences and knowledge from

the 15 participants has constructed an in depth study that can be added to the existing body of

research. To further widen and add to the current literature the following studies are

recommended for future research to support organizations manage conflict.

1. Design a research study on women in Alternative Dispute Resolution roles that mirrors

this study. Four of the 15 participants (26.7%) in this study were female. Conducting a

study solely with female Alternative Dispute Resolution practitioners may yield varying

practices and strategies, challenges, and recommendations based on the experiences

shared by female participants. The conflict management approaches and methods

collected could be compared to this study. Strategies related to coaching, framing

communication in positive ways, and self-reflection was reiterated often by the female

Alternative Dispute Resolution specialists more so than the male participants.

Additionally, the female participants in this study expressed a few instances in which they

encountered gender bias during their conflict management work. Another interview

question that could be added in a future study to explore this phenomenon would be: Did

you experience any challenges as a female Alternative Dispute Resolution specialist?

2. Develop a study that examines the conflict management culture of an organization.

Secondly, the study can investigate if the organizational culture and its relation to conflict

management influence creativity and innovation within the organization. The study can

further examine if there is a correlation between the conflict management identity and

methods of an organization, and the creativity and innovation culminated. An added

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component to this study would be to investigate to what degree creativity and innovation

transpired and in what mediums and forms was it exhibited.

3. Structure and administer a study that would research organizations that have initiated

practices and programs that encourage a high coaching and problem-solving culture.

Elements that can be examined would be: (a) to identify what are the practices and

programs that encourage a high coaching and problem-solving culture; (b) measure how

the perspective of conflict has changed for the leaders and employees; and (c) evaluate

the volume, velocity, complexity, and frequency of conflicts in the organization in its

current state. The study is developed to focus on how organizations encourage conflict

management competencies incorporating a high coaching and problem-solving culture.

4. Conduct a research study that identifies which conflict management approaches are

effective based on the structure, size, and span of an organization. Elements that can be

examined would be: (a) identify what conflict management practices and strategies are

utilized to manage conflict; (b) measure how the perspective of conflict has changed for

the leaders and employees relative to the approaches employed; and (c) evaluate the

volume, velocity, complexity, and frequency of conflicts in the organization in its current

state. The study is intended to focus on how organizations encourage conflict

management competencies according to organizational structure and design.

5. Develop a study assessing conflict management competencies of leaders and employees

in an organization based on the existence of a conflict management system. Elements

that can be examined would be: (a) identify what the conflict management systems

employ as strategies to manage conflict; (b) measure how the perspective of conflict has

changed for the leaders and employees relative to the approaches employed; and (c)

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evaluate the volume, velocity, complexity, and frequency of conflicts in the organization

in its current state. The study is designed to focus on how organizations encourage

conflict management competencies based on systems.

6. Form a research study that explores organizations with an identity of framing conflict as

positive and productive, and incentivizing developing conflict management

competencies. Elements that can be examined would be: (a) understand how an

organization incentivizes leaders and employees to develop conflict management

competencies; (b) identify how leaders and employees develop conflict management

competencies; (c) measure how the perspective of conflict has changed for the leaders

and employees relative to the approaches employed; and (d) evaluate the volume,

velocity, complexity, and frequency of conflicts in the organization in its current state.

The study is designed to focus on how organizations encourage conflict management

competencies of the individuals.

7. Conduct a study on senior leaders in organizations who are adept in conflict management

competencies and measure the impact those competency behaviors have on their

effectiveness as leaders, achievement of performance/business outcomes, and employee

engagement. Furthermore, the study can ascertain whether these leaders demonstrate

additional behaviors, techniques, and approaches in relation to conflict management. The

data gathered can establish best practices and strategies in conflict management for

leaders and organizations.

Final Thoughts

Conflict is prevalent in various structures and organizations, and regardless of size,

industry, and location the need to establish practical conflict management mechanism is readily

apparent. By characterizing conflict management strategies and practices collected from

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Alternative Dispute Resolution scholars, leaders and/or practitioners, organizations can

implement strategies and practices to enhance conflict management competencies within the

workplace. Organizations are complex in nature and over time and expansion can create

unnecessary conflict due to silos, communication gaps, and failed processes. Enterprises

experiencing transitions, undergoing a transformation, or encountering challenges that are

counterproductive will benefit from approaches and methods that enhance conflict management

proficiencies in organizations.

Leveraging innovative ways to reduce or prevent conflict among stakeholders by

introducing problem-solving mechanisms to improve conflict management skills throughout an

organization. Organizations are routinely aligning business needs with the future state of the

entity. Through realignments and restructuring conflict is created impacting the organization and

its employees. To manage organizational changes, new projects assignments, and/or to develop

specialized skills corporations construct environments, systems, and core competencies to

manage conflict productively. The empowerment of employees to handle disputes,

misunderstandings, and roadblocks increases when establishing a holistic conflict management

approach. Implementing conflict management programs have been a strategic response to

organizations experiencing internal turmoil and potential threats. Applying a strategy that will

advance conflict management competencies via structures and networks can be highly efficient

in managing and preventing conflict. Conflict can be either constructive or destructive to an

organization, and has the ability to bring about extensive transformation and insight. With the

right environment, structure, and culture individuals can deal with conflict in a transparent

manner and manage conflict in a healthy fashion versus avoiding conflict, issues and/or negative

behaviors that are detrimental to an organization.

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