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Resolving Confl icts 187
desires, perceptions, and goals. And for the benefit of your team,
they are opportunities to transform conflicting parties into collab-
orative parties who can work together and clarify their respective
and mutual goals.
Three Examples of Confl icts
Review the following common workplace situations and sugges-
tions. At the end of the chapter, determine your corresponding
responses under “Questions to Consider.”
Example 1: Performance Rating
A month ago, you assigned Josh, one of your staff members, a
project, which he enthusiastically accepted. After completing it,
he submitted a written report of what he did and his results. Now
you are going to meet with him to discuss the report and your
evaluation of his performance.
Josh believes he did an excellent job. You, however, rate the
work he did, as well as his report, as only fair. You and Josh have
a confl ict in perception. How do you handle it?
Before you answer, consider these questions:
What did you do to ensure your expectations about what was
needed were understood and measureable?
What specifically do you want to accomplish or achieve with
the discussion?
How do your answers change how you might approach your dis-
cussion with Josh?
Other things to consider:
