Running Head: SEPARATING THE ISSUES IN CONFLICT 1

Separating the Issues in Conflict

Matt Jenkins

University of San Diego

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Introduction

Conflicts are omnipresent in the workplace, and having tools and strategies to diffuse the

conflict is important to individual and organizational success. In the presented hypothetical, Rob

and I must make a recommendation to the Chief of Police whether to reassign all-white officers

from the gang suppression detail. Complicating matters, Rob and I have disliked each other for

many years dating back to the police academy. Jealousy and lack of trust center around many of

the issues, and an internal affairs investigation that encompassed both resulted in visible tension

visible to other officers. Regardless of the tension, Bob and I must work together to provide the

Chief with a recommendation. Using tools from Resolving Conflicts at Work (2011) can help

separate the issues in the conflict and provide an ethical and appropriate recommendation.

Applying Separations Framework

With the long-standing conflict between the involved individuals, separating the future

from the past is an essential tool to employ. Past conflicts can influence present and future issues

and create divisiveness among those involved. When the past put in the past, the focus shifts to

creating a dialogue with others involved, and the likelihood of successfully building a mutually

desirable future (Cloke and Goldsmith, 2011, p. 154). In this scenario, Rob and I have let past

history influence our decision-making process.

Separating the people from the problem becomes another vital tool to use in resolving the

conflict. Many of the incidents between Rob and I are perceptions – that Rob’s initial

assignment was more prestigious, that he is jealous, and that he set me up during the internal

affairs investigation. By separating the people from the problem, energy can be focused solving

the issues rather than the problems that their actions have created, and redeeming qualities about
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the person might surface (Cloke and Goldsmith, 2011, pp. 145-146). While Rob’s motivations in

siding with the Chief are questionable, Rob possesses valuable knowledge in departmental

operations and in criminal gang intelligence. Both provide valuable insight into making an

informed and ethical decision.

The first two tools presented focus inward to resolving the conflict with Rob. Moving

into dialogue with him two tools will be indispensable – separating positions from interest and

separating criteria from selection. Separating the positions from interest seeks to resolve

disputes collaboratively. Positions are what is desired, whereas interests are why it is wanted.

Focusing on the interest shifts the positional debate to dialogue about the interests. It is assumed

that Bob and I want different outcomes; however, common interests can be found, as evident by

the fact that both vocalized the desire to not let outside influence run the department.

The final tool, separate criteria from selection, builds upon the progress gained by

separating positions from interest. Separating the criteria from the selection provides a

framework to select on the criteria for a successful outcome before deciding on a solution. This

helps create a mutually acceptable solution while building trust with each other (Clock and

Goldsmith, 2011, p. 165). This tool is noted as especially useful in resolving issues about ethical

standards or principles. The goal would be to agree to those principles as criteria for a successful

outcome to increase the likelihood that a sound recommendation is made.

Conclusion

In the end, the goal is to achieve a moral and ethical decision. By using the tools

presented in Resolving Conflicts at Work, the long-standing conflict with Rob should not stand

in the way of achieving the goal.

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References

Cloke, K. and Goldsmith, J. (2011). Resolving Conflicts at Work: Ten Strategies for Everyone

on the Job. Jossey-Bass: San Francisco, CA.