{"id":989,"date":"2018-08-29T12:27:14","date_gmt":"2018-08-29T12:27:14","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/chapter\/11-2-conflict-resolution-strategies\/"},"modified":"2023-06-07T21:03:32","modified_gmt":"2023-06-07T21:03:32","slug":"11-2-conflict-resolution-strategies","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/chapter\/11-2-conflict-resolution-strategies\/","title":{"raw":"Conflict Resolution Strategies","rendered":"Conflict Resolution Strategies"},"content":{"raw":"<div>\r\n<div class=\"textbox\">\r\n<h3>Learning Objectives<\/h3>\r\nAfter studying this unit, you will be able to\r\n<ul>\r\n \t<li>rank several types of response to conflict in the workplace in order of most appropriate to least<\/li>\r\n \t<li>explain a collaborative approach to resolving workplace conflict<\/li>\r\n<\/ul>\r\n<\/div>\r\n&nbsp;\r\n\r\n<\/div>\r\n<h2 style=\"text-align: center;\"><strong>Introduction<\/strong><\/h2>\r\nA behavioural question job applicants often hear during a job interview is how they would handle a conflict situation with a customer or co-worker. Would you know how to answer it? It\u2019s a good question because conflict certainly happens in the workplace. The potential for conflict exists anywhere two or more motivated people interact. Most people are conflict-averse, but some have no problem aggressively defending their interests, and some even seem to seek out conflict just for the thrill of it. Even though we\u2019re well beyond playground politics, adults can still be bullies in the workplace. Even when two otherwise good people lose themselves in the heat of an argument, knowing how to deal with such situations is a vital workplace skill.\r\n\r\n[caption id=\"attachment_1465\" align=\"alignright\" width=\"369\"]<a href=\"https:\/\/pressbooks.senecacollege.ca\/app\/uploads\/sites\/9\/2018\/08\/conflict-1.jpg\"><img class=\"wp-image-983\" src=\"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1.jpg\" alt=\"\" width=\"369\" height=\"250\" \/><\/a> Workplace conflict can be very costly (Short, 2016).[\/caption]\r\n\r\nFirst, it\u2019s worth knowing what conflict is, why it arises, and what it is <em>not<\/em>.<strong> Conflict<\/strong> is the physical or psychological struggle associated with the perception of opposing or incompatible goals, desires, demands, wants, or needs (McLean, 2005). Conflict is universal and typically arises with opposing interests, scarce resources, or interference, but it doesn\u2019t necessarily mean the relationship between parties in conflict is fundamentally broken. All relationships progress through times of conflict and collaboration. How we manage these moments either reinforces or destroys the relationship. Rather than viewing conflict from an entirely negative frame of reference, we should view it as an opportunity for clarification, learning, growth, and even reinforcement of the relationship.\r\n\r\n&nbsp;\r\n<h2 style=\"text-align: center;\"><strong>Conflict Resolution<\/strong><\/h2>\r\nConflict arises everywhere communication occurs and can be very costly. Effective communicators can predict, anticipate, and formulate strategies to address conflict in order to successfully resolve it. How you choose to approach conflict influences its resolution. Conflict can be cognitive or affective.\u00a0 <strong>Cognitive<\/strong> conflict is productive and constructive.\u00a0 As we discussed, during the storming stage of team formation, there is often conflict.\u00a0 However, the conflict is focused on the tasks, responsibilities, and roles and often serves to <span style=\"text-align: initial; font-size: 1em;\">clarify these variables and create a clearer vision for the team when the conflict is resolved.\u00a0 <strong>Affective<\/strong> conflict, however, is destructive.\u00a0 Here, disagreements are about personalities, personal choices, and feelings.\u00a0 This sort of conflict can lead to permanent group division and disharmony.\u00a0\u00a0<\/span>\r\n\r\nFive conflict resolution strategies are presented below.\r\n\r\n[caption id=\"attachment_1464\" align=\"alignleft\" width=\"393\"]<a href=\"https:\/\/pressbooks.senecacollege.ca\/app\/uploads\/sites\/9\/2018\/08\/conflict-2a.jpg\"><img class=\" wp-image-984\" src=\"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a.jpg\" alt=\"\" width=\"393\" height=\"249\" \/><\/a> Research on workplace conflict indicate the issues that fall within the affective issues area of conflict make up the largest percentage of workplace conflict (Short, 2016).[\/caption]\r\n\r\n<strong>Competitive Style (Win\/Lose):<\/strong>\u00a0 a desire to advance one\u2019s own concerns at the expense of the other party and to dominate.\u00a0 People with this style often resort to blaming or seeking a scapegoat rather than assuming responsibility.\u00a0 People with this style will also resort to threats.\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<strong>Collaboration<\/strong> <strong>(Win\/Win)<\/strong>: \u00a0desire to make both people happy.\u00a0 People who have this style are other oriented and view conflict as a set of problems to be solved. Collaboration is best used when those involved in the conflict need new, fresh ideas and perhaps a different direction.\r\n\r\n<strong>Compromise<\/strong> <strong>(\u00bd win, \u00bd lose)<\/strong>: Parties meet somewhere in the middle.\u00a0 People who use this style find a solution that meets the needs of all concerned.\u00a0 When people compromise, they don't get exactly what they want.\u00a0 Each person gives up a bit of what he\/she wants.\u00a0 Compromise can bring about quick solutions and reinforces equality.\r\n\r\n<strong>Accommodate<\/strong> <strong>(Lose\/Win)<\/strong>: Desire to satisfy the other\u2019s concerns over one\u2019s own concerns.\u00a0 Therefore, people with this style will give in to the demand of others to avoid conflict, rejection, or disruption.\u00a0 Typically, people with this management style like to people please.\r\n\r\n<strong>Avoidant<\/strong>: Party is indifferent to everyone\u2019s concerns including his\/her own.\u00a0 Avoidance is a healthy or unhealthy response to conflict depending on its severity. Rising above trivial bickering is wise, whereas ignoring a serious conflict that threatens to pollute the work atmosphere and hinder productivity just contributes to the toxicity.\r\n<h2 style=\"text-align: center;\"><strong>Conflict Management Skills<\/strong><\/h2>\r\nWhen conflict is serious enough that it causes a rift within the workplace culture, the kind that pollutes the work atmosphere and threatens irreparable damage, a methodical, collaborative approach to conflict resolution can help lead to an amicable solution.\r\n\r\nLet's examine the conflict management options.\r\n\r\n<strong>Confront and Problem Solve:<\/strong> The most effective manner of resolving a conflict is to address it directly.\u00a0 First, the true source of the conflict must be identified.\u00a0 The confrontation in this approach is gentle and tactful no combative and abusive.\u00a0 To ensure this strategy works, allow some time to pass between the conflict and problem-solving.\u00a0 An important advantage of this option is its focus on the issue that caused the conflict and not on the personalities involved in the conflict.\r\n\r\n<strong>Reframing:\u00a0<\/strong> Looking at a conflict from an alternative point of view helps to shed light on the causes of the conflict.\u00a0 [pb_glossary id=\"339\"]Cognitive restructuring [\/pb_glossary] allows you to reframe the conflict and to gain insight into possible solutions. How you frame or choose your thoughts can determine the outcome of a conflict.\u00a0 Seeing the conflict from the other side allows you to also deal with the conflict in a positive way.\r\n\r\n<strong>Appeal to Third Party:<\/strong> When there seems no path to a resolution, enlist the help of a third party with more power than you or the other parties in the conflict have.\u00a0 In many cases, simply suggesting that a third party will be contacted will encourage all parties to find their own resolution.\r\n\r\n<strong>Negotiation:<\/strong> Conflicts often involve negotiations.\u00a0 Negotiations require that all parties are open to cooperating and to compromise.\u00a0 Negotiation takes place frequently in the workplace.\u00a0 The achieve the best negotiations: create a positive negotiating environment, practice active listening, be reasonable, focus on common ground, make a last and final offer, be tactful.\r\n\r\nConflicts are inevitable, but conflicts do not have to be dysfunctional.\u00a0 Understanding your conflict management style and possessing some conflict resolution skills will make you more effective in the work environment.\r\n\r\n&nbsp;\r\n<div>\r\n<div class=\"textbox shaded\">\r\n<h3>Key Takeaway<\/h3>\r\nConflict is inevitable in any workplace with human interaction, so responding to it in ways that promote professionalism requires excellent communication skills and conflict-resolution strategies.\r\n\r\n<\/div>\r\n&nbsp;\r\n\r\n<\/div>\r\n<div>\r\n<div class=\"textbox shaded\">\r\n<h3>Exercises<\/h3>\r\n1. Write a description of a situation you recall where you came into conflict with someone else. It may be something that happened years ago or a current issue that just arose. Using the principles and strategies in this section, describe how the conflict was resolved or could have been resolved.\r\n\r\n2. Can you think of a time when a conflict led to a new opportunity, better understanding, or other positive results? If not, think of a past conflict and imagine a positive outcome. Write a two- to three-paragraph description of what happened, or what you imagine could happen.\r\n\r\n<\/div>\r\n&nbsp;\r\n\r\n<\/div>\r\n&nbsp;\r\n<div class=\"textbox shaded\">\r\n<h2 style=\"text-align: center;\">References<\/h2>\r\nAccreditedSkills. (2014). <em>How to deal with conflict<\/em> [Video file]. https:\/\/www.youtube.com\/watch?v=QLbGHQo4qnA\r\n<p class=\"hangingindent\">DeVito, J. (2003). <em>Messages: Building interpersonal skills<\/em>. Boston: Allyn &amp; Bacon.<\/p>\r\n<p class=\"hangingindent\">Donohue, W., &amp; Klot, R. (1992). <em>Managing interpersonal conflict<\/em>. Thousand Oaks, CA: Sage.<\/p>\r\n<p class=\"hangingindent\">Gibb, J. (1961). Defensive and supportive communication. <em>Journal of Communication<\/em>, 11, 141\u2013148.<\/p>\r\n<p class=\"hangingindent\">Osgood, C. E. (1962). <em>An alternative to war or surrender<\/em>. Urbana: University of Illinois Press. Retrieved from <a href=\"https:\/\/books.google.ca\/books\/about\/An_alternative_to_war_or_surrender.html?id=gushAAAAMAAJ&amp;redir_esc=y\">https:\/\/books.google.ca\/books\/about\/An_alternative_to_war_or_surrender.html?id=gushAAAAMAAJ&amp;redir_esc=y<\/a><\/p>\r\n<p class=\"hangingindent\">Psychology. (2016, January 8). GRIT tension reduction strategy. Retrieved from <a href=\"https:\/\/psychology.iresearchnet.com\/social-psychology\/antisocial-behavior\/grit-tension-reduction-strategy\/\">https:\/\/psychology.iresearchnet.com\/social-psychology\/antisocial-behavior\/grit-tension-reduction-strategy\/<\/a><\/p>\r\nRobynShort.com. (2016). <em>6 tips for increasing collaboration in the workplace<\/em>. Retrieved from http:\/\/robynshort.com\/2016\/04\/06\/six-tips-increasing-collaboration-workplace\/\r\n\r\nRobynShort.com. (2016).\u00a0 <em>The cost of conflict in the workplace.<\/em> Retrieved from http:\/\/robynshort.com\/2016\/02\/16\/the-cost-of-conflict-in-the-workplace\/\r\n\r\n&nbsp;\r\n\r\n<\/div>","rendered":"<div>\n<div class=\"textbox\">\n<h3>Learning Objectives<\/h3>\n<p>After studying this unit, you will be able to<\/p>\n<ul>\n<li>rank several types of response to conflict in the workplace in order of most appropriate to least<\/li>\n<li>explain a collaborative approach to resolving workplace conflict<\/li>\n<\/ul>\n<\/div>\n<p>&nbsp;<\/p>\n<\/div>\n<h2 style=\"text-align: center;\"><strong>Introduction<\/strong><\/h2>\n<p>A behavioural question job applicants often hear during a job interview is how they would handle a conflict situation with a customer or co-worker. Would you know how to answer it? It\u2019s a good question because conflict certainly happens in the workplace. The potential for conflict exists anywhere two or more motivated people interact. Most people are conflict-averse, but some have no problem aggressively defending their interests, and some even seem to seek out conflict just for the thrill of it. Even though we\u2019re well beyond playground politics, adults can still be bullies in the workplace. Even when two otherwise good people lose themselves in the heat of an argument, knowing how to deal with such situations is a vital workplace skill.<\/p>\n<figure id=\"attachment_1465\" aria-describedby=\"caption-attachment-1465\" style=\"width: 369px\" class=\"wp-caption alignright\"><a href=\"https:\/\/pressbooks.senecacollege.ca\/app\/uploads\/sites\/9\/2018\/08\/conflict-1.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-983\" src=\"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1.jpg\" alt=\"\" width=\"369\" height=\"250\" srcset=\"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1.jpg 939w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1-300x203.jpg 300w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1-768x519.jpg 768w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1-65x44.jpg 65w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1-225x152.jpg 225w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-1-350x236.jpg 350w\" sizes=\"auto, (max-width: 369px) 100vw, 369px\" \/><\/a><figcaption id=\"caption-attachment-1465\" class=\"wp-caption-text\">Workplace conflict can be very costly (Short, 2016).<\/figcaption><\/figure>\n<p>First, it\u2019s worth knowing what conflict is, why it arises, and what it is <em>not<\/em>.<strong> Conflict<\/strong> is the physical or psychological struggle associated with the perception of opposing or incompatible goals, desires, demands, wants, or needs (McLean, 2005). Conflict is universal and typically arises with opposing interests, scarce resources, or interference, but it doesn\u2019t necessarily mean the relationship between parties in conflict is fundamentally broken. All relationships progress through times of conflict and collaboration. How we manage these moments either reinforces or destroys the relationship. Rather than viewing conflict from an entirely negative frame of reference, we should view it as an opportunity for clarification, learning, growth, and even reinforcement of the relationship.<\/p>\n<p>&nbsp;<\/p>\n<h2 style=\"text-align: center;\"><strong>Conflict Resolution<\/strong><\/h2>\n<p>Conflict arises everywhere communication occurs and can be very costly. Effective communicators can predict, anticipate, and formulate strategies to address conflict in order to successfully resolve it. How you choose to approach conflict influences its resolution. Conflict can be cognitive or affective.\u00a0 <strong>Cognitive<\/strong> conflict is productive and constructive.\u00a0 As we discussed, during the storming stage of team formation, there is often conflict.\u00a0 However, the conflict is focused on the tasks, responsibilities, and roles and often serves to <span style=\"text-align: initial; font-size: 1em;\">clarify these variables and create a clearer vision for the team when the conflict is resolved.\u00a0 <strong>Affective<\/strong> conflict, however, is destructive.\u00a0 Here, disagreements are about personalities, personal choices, and feelings.\u00a0 This sort of conflict can lead to permanent group division and disharmony.\u00a0\u00a0<\/span><\/p>\n<p>Five conflict resolution strategies are presented below.<\/p>\n<figure id=\"attachment_1464\" aria-describedby=\"caption-attachment-1464\" style=\"width: 393px\" class=\"wp-caption alignleft\"><a href=\"https:\/\/pressbooks.senecacollege.ca\/app\/uploads\/sites\/9\/2018\/08\/conflict-2a.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-984\" src=\"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a.jpg\" alt=\"\" width=\"393\" height=\"249\" srcset=\"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a.jpg 956w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a-300x190.jpg 300w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a-768x486.jpg 768w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a-65x41.jpg 65w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a-225x142.jpg 225w, https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-content\/uploads\/sites\/109\/2023\/06\/conflict-2a-350x221.jpg 350w\" sizes=\"auto, (max-width: 393px) 100vw, 393px\" \/><\/a><figcaption id=\"caption-attachment-1464\" class=\"wp-caption-text\">Research on workplace conflict indicate the issues that fall within the affective issues area of conflict make up the largest percentage of workplace conflict (Short, 2016).<\/figcaption><\/figure>\n<p><strong>Competitive Style (Win\/Lose):<\/strong>\u00a0 a desire to advance one\u2019s own concerns at the expense of the other party and to dominate.\u00a0 People with this style often resort to blaming or seeking a scapegoat rather than assuming responsibility.\u00a0 People with this style will also resort to threats.<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n<p><strong>Collaboration<\/strong> <strong>(Win\/Win)<\/strong>: \u00a0desire to make both people happy.\u00a0 People who have this style are other oriented and view conflict as a set of problems to be solved. Collaboration is best used when those involved in the conflict need new, fresh ideas and perhaps a different direction.<\/p>\n<p><strong>Compromise<\/strong> <strong>(\u00bd win, \u00bd lose)<\/strong>: Parties meet somewhere in the middle.\u00a0 People who use this style find a solution that meets the needs of all concerned.\u00a0 When people compromise, they don&#8217;t get exactly what they want.\u00a0 Each person gives up a bit of what he\/she wants.\u00a0 Compromise can bring about quick solutions and reinforces equality.<\/p>\n<p><strong>Accommodate<\/strong> <strong>(Lose\/Win)<\/strong>: Desire to satisfy the other\u2019s concerns over one\u2019s own concerns.\u00a0 Therefore, people with this style will give in to the demand of others to avoid conflict, rejection, or disruption.\u00a0 Typically, people with this management style like to people please.<\/p>\n<p><strong>Avoidant<\/strong>: Party is indifferent to everyone\u2019s concerns including his\/her own.\u00a0 Avoidance is a healthy or unhealthy response to conflict depending on its severity. Rising above trivial bickering is wise, whereas ignoring a serious conflict that threatens to pollute the work atmosphere and hinder productivity just contributes to the toxicity.<\/p>\n<h2 style=\"text-align: center;\"><strong>Conflict Management Skills<\/strong><\/h2>\n<p>When conflict is serious enough that it causes a rift within the workplace culture, the kind that pollutes the work atmosphere and threatens irreparable damage, a methodical, collaborative approach to conflict resolution can help lead to an amicable solution.<\/p>\n<p>Let&#8217;s examine the conflict management options.<\/p>\n<p><strong>Confront and Problem Solve:<\/strong> The most effective manner of resolving a conflict is to address it directly.\u00a0 First, the true source of the conflict must be identified.\u00a0 The confrontation in this approach is gentle and tactful no combative and abusive.\u00a0 To ensure this strategy works, allow some time to pass between the conflict and problem-solving.\u00a0 An important advantage of this option is its focus on the issue that caused the conflict and not on the personalities involved in the conflict.<\/p>\n<p><strong>Reframing:\u00a0<\/strong> Looking at a conflict from an alternative point of view helps to shed light on the causes of the conflict.\u00a0 Cognitive restructuring  allows you to reframe the conflict and to gain insight into possible solutions. How you frame or choose your thoughts can determine the outcome of a conflict.\u00a0 Seeing the conflict from the other side allows you to also deal with the conflict in a positive way.<\/p>\n<p><strong>Appeal to Third Party:<\/strong> When there seems no path to a resolution, enlist the help of a third party with more power than you or the other parties in the conflict have.\u00a0 In many cases, simply suggesting that a third party will be contacted will encourage all parties to find their own resolution.<\/p>\n<p><strong>Negotiation:<\/strong> Conflicts often involve negotiations.\u00a0 Negotiations require that all parties are open to cooperating and to compromise.\u00a0 Negotiation takes place frequently in the workplace.\u00a0 The achieve the best negotiations: create a positive negotiating environment, practice active listening, be reasonable, focus on common ground, make a last and final offer, be tactful.<\/p>\n<p>Conflicts are inevitable, but conflicts do not have to be dysfunctional.\u00a0 Understanding your conflict management style and possessing some conflict resolution skills will make you more effective in the work environment.<\/p>\n<p>&nbsp;<\/p>\n<div>\n<div class=\"textbox shaded\">\n<h3>Key Takeaway<\/h3>\n<p>Conflict is inevitable in any workplace with human interaction, so responding to it in ways that promote professionalism requires excellent communication skills and conflict-resolution strategies.<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<\/div>\n<div>\n<div class=\"textbox shaded\">\n<h3>Exercises<\/h3>\n<p>1. Write a description of a situation you recall where you came into conflict with someone else. It may be something that happened years ago or a current issue that just arose. Using the principles and strategies in this section, describe how the conflict was resolved or could have been resolved.<\/p>\n<p>2. Can you think of a time when a conflict led to a new opportunity, better understanding, or other positive results? If not, think of a past conflict and imagine a positive outcome. Write a two- to three-paragraph description of what happened, or what you imagine could happen.<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<\/div>\n<p>&nbsp;<\/p>\n<div class=\"textbox shaded\">\n<h2 style=\"text-align: center;\">References<\/h2>\n<p>AccreditedSkills. (2014). <em>How to deal with conflict<\/em> [Video file]. https:\/\/www.youtube.com\/watch?v=QLbGHQo4qnA<\/p>\n<p class=\"hangingindent\">DeVito, J. (2003). <em>Messages: Building interpersonal skills<\/em>. Boston: Allyn &amp; Bacon.<\/p>\n<p class=\"hangingindent\">Donohue, W., &amp; Klot, R. (1992). <em>Managing interpersonal conflict<\/em>. Thousand Oaks, CA: Sage.<\/p>\n<p class=\"hangingindent\">Gibb, J. (1961). Defensive and supportive communication. <em>Journal of Communication<\/em>, 11, 141\u2013148.<\/p>\n<p class=\"hangingindent\">Osgood, C. E. (1962). <em>An alternative to war or surrender<\/em>. Urbana: University of Illinois Press. Retrieved from <a href=\"https:\/\/books.google.ca\/books\/about\/An_alternative_to_war_or_surrender.html?id=gushAAAAMAAJ&amp;redir_esc=y\">https:\/\/books.google.ca\/books\/about\/An_alternative_to_war_or_surrender.html?id=gushAAAAMAAJ&amp;redir_esc=y<\/a><\/p>\n<p class=\"hangingindent\">Psychology. (2016, January 8). GRIT tension reduction strategy. Retrieved from <a href=\"https:\/\/psychology.iresearchnet.com\/social-psychology\/antisocial-behavior\/grit-tension-reduction-strategy\/\">https:\/\/psychology.iresearchnet.com\/social-psychology\/antisocial-behavior\/grit-tension-reduction-strategy\/<\/a><\/p>\n<p>RobynShort.com. (2016). <em>6 tips for increasing collaboration in the workplace<\/em>. Retrieved from http:\/\/robynshort.com\/2016\/04\/06\/six-tips-increasing-collaboration-workplace\/<\/p>\n<p>RobynShort.com. (2016).\u00a0 <em>The cost of conflict in the workplace.<\/em> Retrieved from http:\/\/robynshort.com\/2016\/02\/16\/the-cost-of-conflict-in-the-workplace\/<\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<div class=\"glossary\"><span class=\"screen-reader-text\" id=\"definition\">definition<\/span><template id=\"term_989_339\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_989_339\"><div tabindex=\"-1\"><\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><\/div>","protected":false},"author":7,"menu_order":8,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":["nscc"],"pb_section_license":"cc-by"},"chapter-type":[48],"contributor":[76],"license":[52],"class_list":["post-989","chapter","type-chapter","status-publish","hentry","chapter-type-numberless","contributor-nscc","license-cc-by"],"part":678,"_links":{"self":[{"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/chapters\/989","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/wp\/v2\/users\/7"}],"version-history":[{"count":5,"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/chapters\/989\/revisions"}],"predecessor-version":[{"id":1056,"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/chapters\/989\/revisions\/1056"}],"part":[{"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/parts\/678"}],"metadata":[{"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/chapters\/989\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/wp\/v2\/media?parent=989"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/pressbooks\/v2\/chapter-type?post=989"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/wp\/v2\/contributor?post=989"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/wp-json\/wp\/v2\/license?post=989"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}