Managing Conflict with Peers
- 20m
- Talula Cartwright
- Center for Creative Leadership
- 2003
A great many peer conflicts arise from incompatible goals or from different views on how a task should be accomplished. With honest dialogue these kinds of conflicts can usually be resolved. But other peer conflicts are more troublesome because they involve personal values, office politics and power, and emotional reactions. Managers should:
- Assess their emotional “hot buttons” that trigger ineffective behaviors and make conflict difficult to manage.
- Examine their personal values and how those might conflict with what their peers find important.
- Assess their power in the organization—which can be related to position, influence, expertise, or some other factor—and learn how to use it to manage conflicts.
About the Lead Contributor
Talula Cartwright is a senior program associate at CCL and works extensively with participants in its Leading Creatively program, Leadership Development Program (LDP), Foundations of Leadership program, and The Women’s Leadership Program. She has worked in the area of executive and management development since 1981, with an emphasis on organizational learning and executive communication. She holds a Ph.D. in higher education from the University of North Carolina at Greensboro.
In this Book
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Managing Conflict with Peers
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Is Conflict Destructive?
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A Process for Managing Conflict
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How Emotional Hot Buttons Affect Conflict
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How Values Affect Conflict
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How Power and Politics Affect Conflict
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Managing Conflict for Results
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Background
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Key Point Summary
