4.2 The Lesson: Interest-Based Conflict Resolution
In Chapter 3, we reviewed the benefits of a collaborative approach to conflict resolution. In addition to being cooperative, it can be helpful to understand the interests of the individuals involved in the conflict. In Chapter 4, we will focus on each employee’s interests and the techniques to uncover these interests.
What is an Interest-Based Approach to Conflict Resolution?
While there are many ways to approach workplace conflict, an interest-based approach allows you to understand the underlying reasons for an individual’s position. It is the equivalent of dissecting their position and uncovering their actual needs.
Chapter 4 Exercises
Let’s listen to William Ury explain how he utilizes an interest-based approach to conflict resolution.
Video: “Interests Behind Negotiating Positions” by William Ury [3:02] is licensed under the Standard YouTube License.Transcript and closed captions available on YouTube.
Chapter 4 Exercise 1: Discussion
As a Human Resources professional, how will uncovering an employee’s interests help you solve workplace conflicts?
Interests versus Positions
In the video above, William Ury has emphasized the importance of uncovering the fundamental interests of the individuals involved in the conflict. As a Human Resources professional, you must understand the difference between an individual’s position and interests.
Positions
A position is the “what.” What does the individual say they want? Their position on a given matter seldom explains what is motivating them to take their position. It tends to lack detail and insight. A position may sound like a demand.
Interests
An interest is the “why”. When the individual explains their underlying reasoning or motivation for their position, that is their interest in the matter. An interest expresses concerns.
Here is an illustration of positions versus interests.
Position: The manager insists you hire three more team members immediately.
Interest: The manager is concerned the team isn’t going to fill the customer orders on time, and they may lose their job.
Position: One of your employees demands a 4% pay increase during their annual performance review.
Interest: This employee recently went through a divorce, and they are concerned about shouldering the cost of living alone.
Position: One of your supervisors refuses to participate in a forklift training session this week.
Interest: This supervisor witnessed a serious forklift accident at their last job, and they are scared to drive a forklift.
Position: An employee says they won’t attend the daily staff meeting anymore.
Interest: This employee is concerned they will be asked to provide an update on their department’s project, and they are fearful of public speaking.
The examples above show a fundamental difference between a person’s position (what they say to you) and their interest in the matter (their concerns). As a Human Resources professional, your role is to facilitate a solution that will address the interests of both parties. If you skip over “interests” and focus on resolving “positions,” the workplace conflict may be difficult, or almost impossible, to solve.
Exercises
Here is a YouTube video that highlights an individual’s position versus their interests.
Video: “Negotiation: Positions vs Interests (funny explainer)” by Comms Lab [4:10] is licensed under the Standard YouTube License.Transcript and closed captions available on YouTube.
Chapter 4 Exercise 2: Discussion
What did you learn about the difference between a position and interests from this video on “the orange”?
The Benefits of an Interest-Based Approach to Conflict
As a Human Resources professional, you should know there are many benefits to utilizing the interest-based approach to problems and conflicts. Equally, there are some challenges. As with most things, the more you practice the interest-based approach to conflict, the easier it will become. Let’s look at some of the benefits and challenges you may experience during this process.
Benefits
There are real benefits to utilizing the interest-based approach.
- The focus is on the real concerns and needs of each person.
- There is room for flexibility and creativity.
- There is an opportunity for brainstorming solutions.
- Less focus on positions and more focus on each person’s interests.
- An opportunity to satisfy the interests of each person involved in the conflict.
Challenges
- There may be a few challenges to the interest-based approach.
- It relies on everyone being open to collaboration.
- All parties must openly communicate their interests.
- It takes time to uncover a person’s interests.
- Dealing with interests may be more complex than dealing with positions.
- You have to learn how to uncover interests.
Identifying Interests with Probing Questions
How will you uncover “interests” when employees want to talk about their position on the topic? The answer is probing questions. Human Resources professionals always ask probing questions, especially when interviewing a job candidate or investigating a workplace incident. We can apply these skills to problem-solving and conflict resolution. There is room to utilize the empathy skills you read about in Chapter 2.
Probing Questions
- What do you hope to take away?
- Why do you need this to happen?
- Why do you want this?
- What are your concerns?
- Why is this important to you?
- How does this support your values?
- What are your fears?
Creating Options
One of your goals in the interest-based approach to conflict resolution is to involve both parties in the solution. Now that you have uncovered their interests, it is time to develop viable solutions. Brainstorming is a great place to start. While brainstorming ideas may seem easy, not everyone knows how to brainstorm. You may need to take the time to explain how a brainstorming session works.
The #1 rule of brainstorming is to allow all parties to share as many possible solutions as possible without anyone in the room dismissing or criticizing their ideas.
If you allow the brainstorming session to become contentious, it may add to the original conflict. Always document the brainstorming session. The first solution you apply to the conflict may not work, and you will need to return to the brainstorming list to find another approach.
