Preventing disagreement from growing into conflict, which, if unresolved results in dispute is no easy task within and between organizations involved in complex activities in today’s highly competitive world.  Differences between labor and management call for a high level of collaboration where prevention of conflict is the rule – not the exception. Both sides should remember that management can make a decision to outsource (never mind human rights issues and quality) while at the same time remembering that if the local population doesn’t have jobs then less spending power and sales will suffer). Disagreements are part of our existence and functioning as human beings. So what is prevention?

The word to prevent, I’ve read, comes from an ancient word meaning “anticipate”. What’s an example – experiencing difficult behavior (keeping in mind that from the other persons perspective – they think we’re being difficult). So, if we can anticipate difficult behavior, we must be able to perceive and deal with the issue without turning it into a cycle of conflict.

To understand difficult behavior we have to have some fundamental knowledge of human behavior and anticipate an appropriate response. When experiencing anger, there is a temptation to react in anger. Accordingly we must arm ourselves with skills by which to reduce tension. Here training and experience are critical – inculcating those skills are an example of prevention.

Sometimes we view prevention by planning on how to deal with and reduce conflict by such means as providing a process by which to resolve conflict – however that’s a concession that conflict already exists – we’re trying to prevent dispute. More convincing are steps to surface disagreements and deal with them at that stage – before they grow into conflict – there has to be an on-going dialogue with proactive steps towards agreement and/or resolution. In addition delaying intervention until conflict arises raises a risk that issues do not surface in a timely manner thereby increasing the possibility of unresolved conflict progressing to dispute.

An argument against spending time to prevent (anticipate) is that it’s just simply not worth organizational effort, time, and resources. However, when it comes down to it arming our personnel with sets of skills to work with their subordinates, peers, and seniors has never been more important. Demands on excellence as measured by performance have never been greater tied to complexity and concomitantly our interdependence on each other has never been greater. Add to that, challenges exist not only in face to face, but over the internet - we not only have to watch and be cognizant of what we say – we may not be able to perceive the impact an internet based communication can have on the receiving end – and to whom such communications can spread – so anticipation (prevention) is critical.

So, not only do we need face to face interpersonal skills, we also need electronic media interpersonal skills – designed to understand, surface, and resolve disagreement – developed through training, support, application, and updating – that’s prevention.

The benefit to organizations is that the more time people can spend on their complex activity comes from more effectively dealing with and resolving disagreements (and perhaps gaining some time to spend on avoiding conflict as well).  It’s up to organizations to develop, arm, and demand their people develop, have, and apply the requisite skills (in-house and/or through academia or other training with evaluative of the presence, use, and measurement resources) in dealing with issues in disagreement thereby preventing conflict. Such objectives cannot be dealt with only with contract clauses dealing with how issues will be handled when conflict arises.