Conflict Resolution

A520.2.3.RB

Leaders are expected to productively handle many issues within an organization. For instance, scheduling and deadline issues, resource shortfalls, personnel morale, and so much more. But one important aspect to leadership is conflict resolution. In this day and age, it’s hard to imagine a situation where a leader is not addressing some sort conflict in the workplace. According to Mike Myatt (2012), “Leadership is a full-contact sport, and if you cannot or will not address conflict in a healthy, productive fashion, you should not be in a leadership role.” When leaders have the skills to deal with conflict responsibly and professionally, it has the potential to produce creative solutions to complex issues. “Conflict is the lifeblood of vibrant, progressive, stimulating organizations. It sparks creativity, stimulates innovation, and encourages personal improvement” (Whetten & Cameron, 2016, 306).

This week’s course assignment is to “describe an example of a successful conflict resolution that you have either witnessed or participated in.” Although I could select numerous examples I have witnessed and/or been a part of during my time in service and in State government; I have elected to describe an experience that occurred while I was a young officer that had very real consequences to myself and others. Most importantly, this experience set the foundation for all subsequent conflict resolution situations by reinforcing principals that have guided me towards a fair and realistic resolution since. Those principals are: 1) Never negotiate the safety and wellbeing of my folks/subordinates, 2) Listen to what (issues) the person(s) is saying and how they are saying it, 3) Emotional control is essential, 4) Misunderstands has dire consequences for both sides.

While serving as a platoon leader in Iraq, I was charged with training Iraqi police to improve their policing capabilities, limit corrupt behavior (by the Iraqi police) and improve Iraqi police and local community relations. On one particular morning, while I was discussing training with the Iraqi police commander at the station, I received information from one of my squad leaders that a large crowd (local Iraqi’s) has assembled at the edge of town. When I asked the station commander what he knew about this, he stated that the group was protesting the security issues in the area. Not long afterward, I was informed that this large group, estimated to be 150-200 individuals, was now moving to our location at the Iraqi police station. As the group approached our position, I had our security adjusted in the event of an attack. Once our security was reinforced, the station commander and I both walked out to the large group where we were met half way by three elder gentlemen. Not sure what to expect, I focused on those in my immediate area and what I could control, which was control of my emotions so that I could communicate effectively with the group leaders. It was clear to me while standing in-between my highly armed Soldiers and this group of local Iraqi’s (not visibly armed) that one misunderstanding could have severe consequences for both sides. After exchanging respectful pleasantries, (long story short) the eldest of the gentlemen indicated that that the local community was tired of not having the basic essentials (power & water), not being safe in their community from the militia known to operate in the area, and feeling like the local police were not capable of dealing with the threats. After summarizing what I understood about their concerns, I reassured the elders that they had valid concerns, concerns that would frustrate anyone in any part of the world. Furthermore, I showed appreciation for the courage it took to unify the community and voice these concerns to us when at the time it was an unpopular act to give the perception of working with U.S. forces. I explained that some of these concerns required the attention of a higher command (much higher than mine), but that I would submit a report outlining their concerns and invite them to join in future discussions. Moreover, with the concerns that were within my scope of influence, such as the police capabilities and training, I invited the elders, with the station commander’s consent, to observe and provide input on behalf of the community on the progress of the police training. Surprised with the gesture, they happily accepted our invitation which set the stage for future productive discussions.

As I mentioned above, through this “real world” situation I learned first-hand the fragile state negotiations have during conflict resolutions. Though this example may be on the extreme end compared to other workplace conflict resolution examples; the fundamentals and principles remain applicable and for me a vital learning experience to build on. As such, during subsequent conflict resolution situations, I have been able to use these fundamentals and principle to facilitate an agreed upon and productive course of action,

References

Myatt, M. (2012). 5 Keys of Dealing with Workplace Conflict. Forbes. Retrieved on March 29, 2016 from http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-conflict/#3e895b5315a0

Whetten, David A.; Cameron, Kim S. (2015-05-20). Developing Management Skills. Pearson Education. Kindle Edition.