Fire Service Supervision…
A Self-Study Guide
Module 7
Conflict Resolution
Federal Emergency Management Agency
United States Fire Administration
National Fire Academy
Fire Service Supervision…
A Self-Study Guide
Course at a Glance
1.
2.
3.
4.
5.
6.
7.
8.
Introduction and Overview
Stress Management
Time Management
Interpersonal Communications
Motivation
Counseling
Conflict Resolution
Group Dynamics
Learning Objectives
At the end of this module, the students will be able to
explain the importance of conflict resolution and the
processes which can be used to achieve it.
To achieve this objective, the students will:
Conflict Resolution
1)
Describe the nature and potential results of conflict.
2)
Identify the sources of conflict.
3)
Describe styles of conflict resolution.
4)
Explain suggested steps in conflict resolution.
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Another characteristic of being a successful supervisor is managing conflict effectively.
According to the Schmidt and Thomas survey conducted for the American Management
Association (AMA), managers spend approximately 20 percent of their time dealing with
some form of organizational conflict. Conflict is an inescapable part of both our personal
and professional daily lives. Each of us has our own ideas, opinions, and needs and, at
times, they probably will clash with the ideas, opinions, and needs of another. The
challenge is to resolve those conflicts so that neither the people nor the organization
suffers.
Nature of Conflict
One dictionary defines conflict as a "clash or divergence of opinions, interests; a mental
or moral struggle occasioned by incompatible desires, aims, etc." Charles Lickson in his
book, Ironing it Out: Seven Simple Steps to Resolving Conflict, defines conflict as "that
feeling or condition which occurs whenever you face an unpleasant situation created by
you or someone else.''
Applying this to my situation…
Write your own definition of conflict.
Is conflict positive or negative?
What makes you think that?
Note two situations that you would label as representing conflict.
Literature regarding conflict says that it can occur in any endeavor that requires the input
of two or more people. It can be positive or negative, and can manifest itself in many
ways and places. It is not seen as a struggle between absolutes such as right and wrong
or good and evil. Conflict is, in fact, a natural result of people working together. A first
step in resolving conflict, whether in the workplace or your personal life, is to accept that
fact.
Left unmanaged, conflict can result in back biting, bickering among coworkers, anger,
stress, mediocrity, complacency, and even illness. Whether the effect of conflict is good
or bad depends on the strategies used to manage it. The presence of conflict suggests a
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need for change or adjustment. Resolving conflict effectively requires paying attention to
the needs of the parties involved and if not improving, at least not damaging, their
relationship. There are many positive or functional outcomes of conflict:
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produces better ideas;
helps people clarify their ideas;
lessens workplace tensions;
addresses long-standing problems;
stimulates interest and creativity;
tests people’s capacities;
improves employee relationships;
examines current practices;
offers a discussion forum;
enhances productivity;
considers different perspectives; and
helps people grow and change.
As we indicated earlier, conflict can be positive or negative. There are also several
negative or dysfunctional outcomes of conflict:
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makes people feel defeated;
adds distance between people;
creates resistance to teamwork;
may cause people to leave because of turmoil;
diverts energy from activities;
polarizes and divides teams;
fosters a climate of distrust and suspicion; and
often leads to no decision.
Applying this to my situation…
Recall a conflict that you believe has been resolved, and cite one positive and one
negative outcome of that resolution.
Positive:
Negative:
List specific benefits you think you would gain from sharpening your conflict
resolution skills.
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Resolving conflict requires three basic steps. The first is to recognize the situation at
hand; the second involves assessing the nature of the conflict; and the third requires
taking action to resolve it. We will begin by examining how to recognize conflict.
Diagnosing Conflict
There are some basic assumptions regarding interactions between people that should be
kept in mind throughout this discussion. Human beings, because of who they are, can
have different interpretations of the same circumstances. Also, in human interaction,
nothing is obvious, and simplicity does not mean unimportance.
We noted that the first step in resolving conflict is to recognize the situation at hand. A
supervisor can find out about conflict via three general methods. One way is to observe
discontent between two parties, or other symptoms of conflict. The items on the list
below can suggest that a person is experiencing conflict. Keep in mind that these items
also could be evidence of some other problem. Observing them should cause one to
investigate further. A person struggling with conflict:
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displays no desire to communicate;
gets angry for no apparent reason;
decreases productivity;
suffers morale problems;
frequently calls in sick;
is prone to accidents; and
cannot handle disagreements and ends up shouting, slamming doors.
A second method of becoming aware of conflict is for one or both parties involved to
complain to a third person, often the supervisor.
The last method is for a third party to point out conflict existing between individuals.
Sources of Conflict
Once one becomes aware that conflict exists, one should try to determine the source of
the conflict. Knowing the source can have an effect on the resolution. Here are several of
the common sources of conflict.
Values
People come to work with a set of values they have developed based on their experiences
related to religion, family, education, culture, and so forth. If a situation involves values,
conflict can arise because of value differences. For example, does one person value hard
work and another attempt to do as little as possible?
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Perception
All people do not view the world in the same way. Even given the same information,
they may not interpret the situation or problem similarly; that difference in perception can
be important. Whether a person sees the glass as half empty or as half full makes a big
difference.
Knowledge
A person working with inaccurate or incomplete information may respond to
circumstances very differently than one who has complete and accurate data and
understanding. Even fear of the unknown can lead to conflict for an individual. When an
officer is not aware that the fire has extended to the back of a building, conflict could
arise when someone requests a second alarm.
Feelings
Some people simply do not like each other because they do not have the same personality
type or the same interests. In addition, resentment could be left over from a previous
encounter, betrayal, or frustration. Most people probably have worked with someone
who is irritating.
Resources
When any resources are in short supply and people must compete for them, conflict can
result. If one thinks suppression, hazardous materials, prevention, training, EMS, or
some other division is getting the resources it needs, conflict could be generated.
Methodology
Each person may have a different idea regarding the "best" way to complete a task.
People do not always agree on what the acceptable standards to complete certain tasks
are. Or people may get somewhat envious or upset if the "right" person is not performing
a task.
Needs
As discussed in Module 5: Motivation, each person is at a certain point in development
and is looking for certain things. If one’s current need is for power and control, there
could be conflict if someone else’s need is the same.
Goals
Part of being a supervisor is to focus the team on common goals. Bringing about that
result may be easier in some circumstances than in others. A team would likely agree
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that a primary goal is to confine the fire to the room of origin, rather than to prevent
every fire from occurring.
Roles
Differences of opinion sometimes develop between superiors and subordinates about job
priorities, job behavior, responses to demands, etc. Both parties may disagree on whether
any officer can be assigned to be "command" at a large incident or only a chief officer.
Applying this to my situation…
Review your work situation and identify three potential sources of conflict. For each
one, explain the type of conflict and why it could arise.
1.
2.
3.
In addition to the examples noted above, there are circumstances that can lead to conflict
in emergency service organizations. Take, for instance, the characterizations of "Old
Guard" versus "Young Turks." The Old Guard could include anyone who wanted to
protect the "status quo," and the Young Turks could include anyone who wanted to
change the "status quo." Another area of conflict could be between union and
management. The goals and objectives of these two groups may appear to be
incompatible at times. Line versus staff conflicts can occur if staff personnel attempt to
implement new methods that managers do not support. Were any of these examples on
your list?
As noted in the preceding information, there can be various levels of conflict within an
organization. Intrapersonal conflict means conflict that occurs within a person. It can
occur when the individual is asked to perform certain tasks or roles which do not match
his/her expertise, interests, goals, or values. This type of conflict can be one of the most
severe a person can face. Interpersonal conflict occurs between two or more people who
may be at the same level or different levels within an organization.
If conflict is occurring among members of a group or between two or more subgroups
within a group, it is referred to as intragroup conflict. Intergroup conflict happens
between two or more groups within an organization. Successful conflict resolution
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requires that one keep in mind the two aspects of any conflict: the perception of facts and
the emotional feeling, interpretation, and values of the parties involved.
Conflict Stages
The last concept regarding conflict diagnosis is to recognize the stages of a conflict.
Most conflicts go through four clearly identifiable stages from inception to resolution. A
description of the four stages follows.
Stage 1: Frustration
This occurs when someone or something is blocking an individual or group from
obtaining a desired goal or objective. The source or reason for the frustration may be
well- or ill-defined at this stage. Nevertheless, an individual or group is feeling thwarted
about not getting the desired result(s). A fire service manager may be attempting to
implement a change in agency policies and procedures that requires the support of
subordinates. After a period of time elapses, the manager might begin to feel frustrated
because there is no satisfactory progress in implementation. This frustration may
increase if that manager cannot really pinpoint why the changes are not occurring.
Stage 2: Conceptualization
This helps the manager answer the question, "What is the real problem?" The manager
makes attempts to clarify the nature and scope of the problem causing frustration. Maybe
staff is resisting new policies and procedures because they feel that they did not have
sufficient opportunity to provide input.
Stage 3: Behavior
This refers to taking some action to deal with the conceptualized conflict. Several
options are probably available to resolve the conflict. We will look at them later.
Stage 4: Outcome
This occurs when the dust has settled. People usually resolve most conflicts. At this
stage, the manager can assess the quality of the attempted conflict resolution approach.
Applying this to my situation…
Recall a recent conflict which you observed or in which you were a party. Note what
occurred that fits each conflict stage described above.
Frustration:
Conceptualization:
Behavior:
Outcome:
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Understanding the typical evolution of a conflict can enable one to approach such a
situation rationally. The next section will examine some of the factors important to
resolving conflict successfully.
Resolving Conflict
As we noted earlier, feelings can be an important reason why conflicts occur. Managing
those feelings may be a critical factor in resolving the conflict. Some, but not most,
conflicts need immediate intervention. If there is intense emotion involved, no attempt to
resolve the conflict should occur until the emotions have subsided. There are things one
can do to help defuse the situation. Defusion refers to the reduction of emotional tension
and explosiveness potentially surrounding a conflict situation. Here are some techniques
to resolve conflict.
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Make your presence known. Just acknowledging that someone is observing the
situation may cause the parties to restrain their behavior.
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Allow the venting of strong vocal emotion, if present, to continue for a short time.
It can help take the edge off emotions and allow you to learn something about the
reason for the conflict.
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Move disagreeing parties out of eye contact and earshot, if feasible. High
emotion builds tension and breeds upon itself. Separating the parties can reduce
communication and decrease emotional turmoil temporarily.
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After the parties have calmed down, bring them back together. Deliberately
lowering the volume of your voice can have a calming effect. Those in conflict
will need to quiet down to hear what someone else is saying.
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Get the parties to sit down. It is difficult to become or remain highly volatile in a
seated position. Even if parties refuse to sit down at first, you should sit down.
Those in conflict will find it difficult to continue the disagreement standing up
while someone is sitting down and observing them.
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Distract the parties by taking out paper and pencil, asking simple questions, or by
making a distracting observation ("Did I hear the phone?").
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Offer a sign of hospitality such as a cup of coffee or glass of water. Doing so can
divert their attention from one another or from the issue. It also can help to
establish rapport.
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Use your communication skills. Listen actively, acknowledge the legitimacy of
feelings, share your own feelings, and provide feedback.
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In any situation, it is likely a combination of these will need to be used. The more tense
the conflict situation, the greater the likelihood that one will need to use more, rather than
fewer, techniques.
Applying this to my situation…
Have you ever defused a highly emotional situation or seen someone else do it?
If so, which of the above techniques did you observe?
The techniques described above have proved effective in de-escalating intense emotion.
They represent only a few of the many possibilities available. Keep in mind that each
individual is unique and each situation is different. Not every one of these techniques is
appropriate to every situation and some may not work in a given situation. When
confronted with a highly emotional conflict, use one or a combination until you find
something that works.
Conflict Resolution Styles
Actually resolving a conflict usually is undertaken based on the use of one of five basic
styles. It is important to identify one’s own conflict resolution style.
Generally speaking, we tend to prefer one or two styles for managing conflict. In
selecting a way to approach a given conflict and to achieve maximum effectiveness, it is
necessary to examine your preferred style and see if it is appropriate. There are pluses
and minuses to using a given style in a particular situation. We will describe the five
conflict management styles to help you better understand them.
The Avoider
Some people use the avoider style to manage conflict. One may find conflict particularly
uncomfortable, so one withdraws or does anything and everything to avoid it. One may
even abandon certain work-related goals or retreat from some relationships to avoid
friction. Sometimes a person uses an avoider style simply because he/she has failed to
develop the skills to manage conflict successfully.
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Other times, an avoider is operating with the philosophy of "see no evil, hear no evil, and
speak no evil.'' This style can, however, be useful in situations like these:
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when the issue is trivial;
when one is without power;
when a confrontation could be damaging;
when one needs time to cool off or gather information;
when the issue is a symptom of other problems; and
when others can resolve the conflict more effectively.
The avoider style is not a good strategy if the conflict festers, if people do not find
permanent resolution, or if they allow decisions by default.
The Controller
Another style is the controller. When one is in a conflict, one often tries to overpower
opponents and force them into accepting one’s viewpoint. An authoritarian pursues
personal interests at the expense of the other side and dominates others by not
acknowledging or fully comprehending their needs. In the process of getting their own
way, the controlling types may poison relationships and leave a legacy of bitterness. A
conflict resolution based on an authoritarian style may backfire because it omits key
needs. However, sometimes this style is the only practical approach. In emergencies,
there is no time to consider every opinion. At other times, someone has to enforce
unpopular decisions, there is no other alternative, or one is convinced of the correctness
of the decision.
Applying this to my situation…
Recall a situation where you avoided a conflict and briefly explain the circumstances.
Why did you use this style?
Was using this style successful?
Describe a situation where someone used a controlling style to resolve a conflict.
Did you feel this was the best way to manage the situation?
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The Accommodator
To the accommodator, relationships are important and this person wants to be accepted
and liked. One may express personal views but then sacrifice them to meet the needs of
someone else. This style can be useful when the issue is minor but important to the other
person, when one realizes that one is wrong or outmatched, when one wants to store up
points for important issues in the future, or to give subordinates a chance to learn from
mistakes. Using this style is not appropriate if there is too much self-sacrifice. If one says
"yes" just to keep the peace when one really feels "no," one may end up resentful.
The Compromiser
Both goals and relationships are important to this person, so one seeks the middle ground
in a conflict. Compromising involves give and take or sharing whereby both parties give
up something to reach a mutually acceptable decision. It may be useful when both sides
have equal power and are immovably attached to mutually exclusive goals; a meeting in
the middle is better than no agreement at all. Compromising also may be useful to gain a
temporary settlement, but it may not be effective in the long run because neither side's
needs are fully met.
The Collaborator
The fifth style of conflict resolution is that of the collaborator. Conflicts appear as
problems needing a solution and the best solution is one that benefits all the parties.
Collaborating requires skill and practice, openness, an honest exchange of information,
and attentive listening. This style is useful to harmonize concerns of each side that are
too important to compromise, to merge insights from people with diverse perspectives, to
build a team, or to increase commitment to a solution. The primary drawback of
collaborating is that it requires a lot of time and effort.
Applying this to my situation…
After reviewing all of the styles, what do you think is your predominant style?
What consequences have resulted from your using this style?
Describe one situation that had a negative result.
Which style do you think would have worked better?
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These style descriptions are not precise and absolute. Some people blend styles, and
others use different styles depending upon the context. The challenge is to choose the
style or blend appropriate to each situation. The more approaches one can use
effectively, the better chance one will have of resolving conflicts.
Selecting the right style is important, but so are developing conflict resolution skills and
understanding the principles that support an effective process. We will examine these
next.
Conflict Resolution Skills
Getting involved or trying to help others resolve conflicts is tricky business. It requires
skills that do not always come naturally to supervisors. The good news is that one can
learn or develop the necessary skills. Four skills considered especially necessary are
listening, questioning, communicating, and mediating.
Listening
Conflicts remain unresolved until all parties feel someone has listened to them and both
parties have reached a point where they can listen to each other. In Module 4:
Interpersonal Communications, we discussed active listening. It simply means paying
strict attention to all speakers, asking appropriate questions for clarity, double-checking
understanding, and letting speakers know that they have been heard. One cannot listen
actively if one is planning what to say next. Here are four specific skills one can use to
improve active listening.
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Maintain direct eye contact with the speaker. People tend to feel one is really
listening when one looks them in the eye. Doing so also helps one to pay
attention. One should give as much eye contact as one gets in return.
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Restate or rephrase what one hears. This is a good way to confirm understanding,
to show the speaker that one is listening, and to encourage the speaker to
continue.
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Listen for the feelings behind the words. The real message may not be stated in
conflict situations. One needs to look and listen for subtle clues as to what is
really happening. Feelings flush out meaning, but one needs to confirm them and
check them for accuracy.
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Summarize what one has heard when the speaker is finished. This keeps the
listener honest and assures the speakers that someone has truly heard and
understood the message. It also gives the speaker one more opportunity to add
details and correct any false perceptions.
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Questioning
The second conflict resolution skill is questioning. Good questions can help all the
parties involved to begin to understand what is happening, the root of the problem, why
people feel the way they do, and what it might take to resolve or settle the problem.
There are two aspects to effective questioning.
First, one should avoid asking loaded or leading questions. Any questions that are biased
or hint at only one correct answer can make a person feel manipulated. Such questions
give the impression that the asker is trying to impose values or solutions instead of
helping the parties reach a settlement.
Secondly, it is important to ask open-ended questions. Those questions that require only
a ''yes or no" answer are not very useful in resolving conflicts. Ask questions which
encourage the parties to reveal more information and underlying causes, effects, and
feelings. This added input can open up more possibilities and often leads to more viable
solutions to conflicts.
Applying this to my situation…
Write an example of a leading question that you have used or one that has been used on
you.
What effect did the question have?
List three effective open-ended questions.
Are any of these questions on your list?
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How do you feel about . . .?
What do you mean?
What if . . .?
What do you think about . . .?
How would you change things?
What do you want to happen?
Can you elaborate on . . .?
Why?
As one can see, these questions require more than a yes or no answer and, if answered
honestly, they could provide valuable input to the resolution process.
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Communicating
We spent some time in Module 4 discussing nonverbal and paraverbal communication.
We need to remember that sometimes actions speak louder than words. One can use
body language, voice tone and volume, and pauses to put the parties at ease, to
demonstrate interest, and to reinforce your willingness to find a resolution. By being able
to read nonverbal and paraverbal communication, one may discover clues as to what the
parties are really saying and feeling.
Mediating
Finding win-win solutions to conflict situations requires one to be more than a fixer or
enforcer. Higher level people skills and the characteristics of a mediator are important.
Here are a few of these traits.
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open-mindedness, having no bias or preset opinions;
capacity to demonstrate empathy and sensitivity;
ability to accept all feelings as honest and valid;
flexibility and resiliency;
objectivity and ability to depersonalize situations;
neutrality, the ability to avoid taking sides or jumping to conclusions;
patience and willingness to hear all sides without interruption;
respect for confidentiality; and
credibility and integrity.
By developing skills in the areas of listening, questioning, communicating, and
mediating, a supervisor is prepared to intervene and to help resolve conflicts better.
Before we discuss actual conflict resolution processes, we will review some general
principles to apply in those situations.
Applying this to my situation…
Recall a situation in which you helped resolve a conflict. What conflict resolution skills
just described did you rely on most?
If you had to do it over, would you change your approach, based on what you have read
here?
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Conflict Resolution Principles
Communicating in "normal" circumstances sometimes can be difficult so one can
imagine how conflict can affect it. However, there are steps a person can take to manage
a conflict situation and improve the potential for resolution.
In the book Getting to Yes, Fisher and Ury outline four key principles useful in conflict
resolution: separate the people from the problem; focus on interests, not positions;
generate a variety of options before deciding; and seek objective standards. Other
sources offer additional thoughts. We will discuss some of these other views.
Effective conflict resolution requires that all of the parties involved be part of the final
solution. It must be a "we-we,'' not an "I-versus-you" situation. It is critical to establish a
helpful and respectful tone so that all parties know their input is important. This also
helps preserve the dignity of all stakeholders. It is equally important to establish ground
rules that include no name-calling, verbal putdowns, or profanity.
Commitment to active listening is another principle of conflict resolution. Parties must
concentrate on what others are saying, provide feedback, try to understand others, look at
the speaker, paraphrase what they hear, and try not to interrupt. Acknowledging and
agreeing are not the same thing. By acknowledging the feelings and input of others, the
door is open to work toward agreement.
Those involved need to handle their own feelings and encourage others to do the same.
Impulsive behavior can lead to poor decisionmaking. "Self-talk" can help manage
feelings. It involves knowing that one is getting upset and telling oneself to calm down.
Taking two or three deep breaths can help with relaxation. Even speaking slowly or
saying something positive can help a person relax. One needs to communicate with
respect and empathy.
Another principle is to separate wants from needs. All parties in the conflict must understand and reflect what really matters to them. Fisher and Ury talk about interests and
positions. An interest is a general concern for which a number of positions might be
appropriate. A position is a specific solution to a problem. Having a representative of
one’s work group on a grievance committee is an interest or need. Insisting that a
particular person represent this same group is a position. If people can learn to present
the interest rather than the position, they will find that more solutions may result and
perhaps a better solution, as well.
It is important to identify and focus on issues central to the conflict and not to
compromise too quickly. One should not try to solve several problems at one time. By
focusing on one problem at a time, it is easier to generate a variety of solutions,
adequately examine them, and select the best solution. The value of diverse opinions is
that alternative views can generate rich ideas and creative possibilities.
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In some circumstances, the best solution is to use an objective standard that does not
represent the interests of one side or the other. The use of a national code as a standard to
resolve a local code issue would be one example of doing that.
Given all of this background, we finally get to the process of resolving conflict. Using a
step-by-step technique can make the process go more smoothly.
Applying this to my situation…
Go back to the same situation you recalled in the previous exercise. List three or four of
the principles just discussed that you feel were operative in this conflict resolution.
Conflict Resolution Process
Various "experts" offer different methods to solve a conflict or any other type of problem.
Even though they may not be exactly alike, they do have elements in common and nearly
all suggest moving from one step to the next systematically.
Applying this to my situation…
Do you often use (or see others use) a step-by-step process to resolve a conflict or solve
a problem?
If not, why?
List five steps you believe would be useful in resolving conflicts and/or solving other
types of problems.
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If you have used or observed an effective conflict resolution process, the information
below may reinforce that option. If you have no preferred method, consider adopting or
adapting the one described. It has six basic steps.
Planning and Preparation
One should try to assess likely sources of disagreement and anticipate potential conflicts
before they become heated. If one becomes aware of a conflict, one should think about
the time and energy one is willing to devote to its resolution. It is important to give some
thought to one's viewpoints and feelings about the issues. Recognizing one's usual style
of handling conflict and also considering the best style or combination of styles to use for
this particular conflict will be helpful. One should think about possible solutions, but not
lock oneself into a rigid view of what the solution should be. It is essential to move
ahead with a positive and open mind.
Setting the Tone
It is essential to identify all of the persons with a vested interest in the outcome of
conflict and bring them together. It is best to find a time that is long enough and free
from outside distractions to allow for effective communication. The location for the
meeting should be a conscious decision unless there is no choice. One should find a
place that is positive and promotes being connected rather than divided. It will help to
express the wish to resolve the dispute and improve relationships. If one begins by
stressing what both sides have to gain from the discussion, this ought to promote
motivation and cooperation. Everyone needs to agree on and observe ground rules.
Identifying the Real Problem
All parties must be willing to discuss their perceptions of the situation and be willing to
try to understand the perceptions of others. Everyone should model the desired level of
openness and without blame or defensiveness, express their own fears, doubts, and
concerns. One cannot assume that one’s own assumptions are correct. It will be
important to allow all persons enough time to explain their understanding of the situation
and feelings about it. All other parties should listen carefully and ask clarifying
questions. Someone needs to restate what the person said and verify whether or not that
is correct. Throughout this step, it is important to determine what components the parties
feel most strongly about and what parts the group should deal with first.
Generating Possible Solutions
It will help to develop criteria for a good solution and try to agree on a goal that all of the
parties can endorse. All parties may not be able to agree on how to get to that goal, but it
is likely they will agree on what it is. The next step is to brainstorm possible ways of
reaching that goal without questioning or evaluating any suggestions. It is essential to
ensure that each stakeholder participates and is part of the solution. Everyone should
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listen actively and ask for clarification, as necessary. Most situations could go in a
variety of directions, so the participants should not rule out any suggestions at first.
Selecting an Option
Once the group has made an adequate list of possible solutions, it is time to look for
commonalities in them. This should help narrow the options. If there is a particular
solution that a person cannot accept, someone should note that fact and state the reasons
for that opinion. Again, the parties can ask for any needed clarification. The parties
should look for an option that meets the needs of each person involved and also has the
potential of improving the future relationship. No one should dismiss an option simply
because of past experience. Since most conflicts are not resolved in one step, everyone
should start with an idea all can agree on. It is most productive to select a workable
choice. It is essential to document the agreement by developing some concrete ideas for
actions. If necessary, the participants can delegate responsibility and involve other
parties for approval and implementation.
Implementing the Solution
The parties should discuss timeframes for implementation and the responsibilities each
party has as part of the implementation. All parties serve as caretakers for the welfare of
themselves, the other parties, and the relationship. The group should set realistic
deadlines if they are important to the solution. Monitoring the solution and finding out if
it is adequate for solving the conflict are important steps. The group needs to remember
to keep communication lines open and make adjustments as needed. If the solution does
not resolve the conflict, someone needs to determine why not and start the process again.
Applying this to my situation…
Which of the steps described above do you think would be most difficult for you to use?
Why?
Just as there are skills, principles, and processes that can promote conflict resolution,
there are circumstances that can inhibit reaching successful solutions. We need to take a
few minutes to discuss some of them.
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Blocks to Conflict Resolution
Most of the barriers that interfere with the constructive resolution of differences relate to
a person's attitude and approach. The list of blocks to resolving conflict below is not allinclusive, but it provides some concepts to consider.

Rigidity--holding personal views too stubbornly or neglecting to encourage others
to express alternative views.

Uncertainty--not knowing what one wants or needs; yielding an interest too
quickly.

Intrusiveness--personally involving oneself in disagreements beyond the point of
being helpful; wasting too much time.

Aloofness--tending to remain too distant and giving the impression of being
uncaring or unconcerned.

Egotism--speaking first to one's own needs and causing others to close down and
be less receptive to what one says.

Surprise--being caught off guard and not taking time to think or plan; one may
forget important points or say inappropriate or unproductive things.

Bullying--People know when they are being bullied or manipulated and their
reaction usually is to resist, shut down, withdraw, fight back, and possibly never
trust a person again.

Overload--having such strong emotional feelings about a person that one has
trouble resolving conflicts or reaching agreements.

Invoking past practice--what works in one situation may be disastrous in another.

Speeding--one cannot just go through the motions; one must find out what people
need and make them feel heard.
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Applying this to my situation…
Select three of the attitudes/approaches described above and recall one situation where
you used it or observed someone else using it and what resulted.
1.
2.
3.
Effectively diagnosing and resolving conflicts can be one of the most difficult challenges
confronting any fire service manager. This module has attempted to explain why conflict
exists and how one can improve skills at managing it. Doing a good job will require hard
work.
Summary
One characteristic of being a successful supervisor is knowing how to manage conflict
effectively. The challenge is to resolve the conflicts that occur so that neither the people
nor the organization suffers. Important concepts to remember regarding conflict
resolution are

Conflict is an inescapable part of both one's personal and professional daily lives.

Left unmanaged, conflict can damage both individuals and organizations.

Common sources of conflict are values, perceptions, knowledge, feelings,
resources, methodology, needs, goals, and roles.

If intense emotion is involved in a conflict, one should try to defuse those
emotions before attempting resolution.

Five basic styles of conflict resolution are avoiding, controlling, accommodating,
compromising, and collaborating.

Listening, questioning, communicating, and mediating are all skills necessary for
conflict resolution.

The steps in conflict resolution include planning and preparation, setting the tone,
identifying the problem, generating possible solutions, selecting an option, and
implementing the solution.
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End-of-Module Activity
Conflict is not limited to one or two people or small groups. It can involve large groups,
like an entire department. Review the scenario below and do the following:
1.
Explain what you think the causes of this conflict are and what style(s) you think
would be effective for resolving it.
2.
Describe whom you would involve in the conflict resolution process and where
and when you would have the parties meet.
3.
Once the parties are gathered, explain how you will help them identify the "real"
problem.
4.
List several possible solutions to resolve this conflict.
5.
Select one possible solution from your list and explain why you think it would be
effective and who would be involved in implementation.
6.
List three steps that would be part of implementing this solution.
7.
Describe how you would evaluate the success of the chosen solution.
Scenario
The relationship between Green Valley and Swanstown has been stormy at best for some
time, but recently conflicts have escalated, with a torrent of poor publicity that has been a
public relations disaster for both. Conflicts have centered on Swan Acres, a wealthy
subdivision in Green Valley's jurisdiction. Swanstown Fire and Rescue has been
responding to rescue calls in this area. It possesses a variety of modern equipment
(telemetry units, defibrillation packs, and mast trousers, for example) and has an
excellent staff of emergency medical personnel. Swan Acres has expressed its
appreciation to the unit with substantial financial support.
Green Valley, which critically needs financial backing to buy some much needed
equipment, has insisted that Swanstown not respond to rescue calls at all. Green Valley
personnel dismiss Swanstown's responders as soon as they (Green Valley) are able to
arrive, often angrily. In a recent case, there is some question as to whether an onscene
argument and temporary cessation of medical efforts endangered a patient's life. A local
paper reached a Swanstown EMT immediately after the incident who said, "Green Valley
is so incompetent, its units shouldn't be allowed to operate at all." A Green Valley
firefighter said in response that Swanstown was "horning in on Green Valley's legal
territory to soak its residents for money, which is all they care about."
Arguing that "turnabout is fair play," Green Valley has been showing up regularly at fires
in Swanstown's New Street area. It has somewhat better highrise equipment than
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Swanstown and its officers have had more experience in fighting highrise fires. It insists
that its personnel should be in charge of fires in which their equipment is used. It is
running into opposition from the town board, however, which feels its tax dollars should
not be spent on "other people's problems."
Swanstown Fire and Rescue Department is highly trained, with a large cadre of young,
progressive personnel. Most of its leaders come from politically liberal Swan Acres and
have close ties in the community. They feel Swan Acres "deserves the best"--which is
the Swanstown Fire and Rescue Department. Green Valley's older, conservative, more
experienced leadership feels experience, not "fancy equipment and book learning," spells
success. They are keenly conscious of economic factors and do not wish to give up the
financial support they feel they could get from Swan Acres if Swanstown would stop
competing with them and trying to make them look bad in front of key citizens in their
district. Political factors at town and department levels militate against a smooth working
relationship, since both towns and departments see themselves as different (in culture and
interests), and tend to believe independence is the best way to see their needs are met.
The situation has embarrassed both town boards. Both boards have ordered the two
departments to get their act together and come up with some feasible suggestions doublequick. They say they are willing to consider any suggestions both sides agree to as long
as they don't cost too much.
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Module 7
Module Review Questions
True or False--Circle T or F.
T F
1.
Conflict is an inescapable part of both our personal and professional
daily lives.
T F
2.
Complacency and mediocrity can be symptoms of unresolved conflict.
T F
3.
In a conflict between EMS and prevention, feelings would most likely
be the source.
T F
4.
Just belonging to union or management could be the source of conflict in
a fire service organization.
T F
5.
A compromising style of conflict resolution tries to overpower
opponents and force them to accept a particular viewpoint.
T F
6.
There is one conflict resolution style that you can perfect and use in
every situation.
T F
7.
Open-ended questions are intended to cause a person to reveal more
information than yes/no questions.
T F
8.
Flexibility, resiliency, objectivity, and credibility are all positive
characteristics for a conflict mediator.
T F
9.
"I versus you" rather than "we" is one principle of effective conflict
resolution.
T F
10.
Acting aloof during a conflict can give the impression that you are
uncaring or unconcerned.
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Multiple Choice--Circle the letter of the answer you choose.
1.
If managed effectively, conflict can result in
a.
b.
c.
2.
The first stage a conflict goes through from inception to resolution often is called
a.
b.
c.
3.
avoiding.
controlling.
compromising.
The first skill which should be used in conflict resolution is probably
a.
b.
c.
7.
reflection.
perception.
defusion.
The conflict resolution style that could be most useful in a situation where the
issue is trivial is
a.
b.
c.
6.
values.
knowledge.
feelings.
Reducing the emotional tension and explosiveness potentially surrounding a
conflict situation is known as
a.
b.
c.
5.
behavior.
frustration.
conceptualization.
The word that best characterizes what would be considered the source of a
conflict involving the importance of hard work is
a.
b.
c.
4.
increased workplace tension.
resistance to teamwork.
improved employee relationships.
questioning.
listening.
negotiating.
Fisher and Ury suggest that a key principle of conflict resolution is
a.
b.
c.
separating the people from the problem.
focusing on positions, not interests.
working with just one option rather than a variety.
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8.
Active listening in a conflict resolution setting requires the parties to
a.
b.
c.
9.
interrupt as a way of showing interest.
paraphrase and provide feedback.
avoid looking at the speaker.
As part of planning and preparation for conflict resolution,
a.
b.
c.
10.
A Self-Study Guide
avoid considering your feelings.
lock yourself into one good solution.
consider your usual style and the best style to use.
When the parties generate possible solutions to a conflict, they should
a.
b.
c.
make sure every stakeholder participates.
agree first how to reach the goal.
evaluate every solution as it is offered.
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