Jeremy L.

French

March 12, 2017

LEPS 580

Professor Begovich

In law enforcement organizations, conflict resolution has been addressed only partially,

usually when the conflict has become full-blown and caused serious controversy. Preventive

planning to design and implement a conflict resolution system can enhance our department by

providing a procedure for avoiding unnecessary disruptions and preventing conflict. The design

and implementation of a dispute resolution plan will encourage learning from conflict

(Goldsmith & Cloke, 2011, p. 306). Creating a culture of preventing unresolved conflict by

creating structures, processes, and relationships will aid in the elimination of unnecessary costs,

petty personal conflict and significant dysfunction within the department.

Other organizations have realized cost savings by implementing and/or improving a

conflict resolution plan that reduces litigation expenses (Goldsmith & Cloke, 2011, p. 309). A

study of sixteen hundred employees revealed some of the uncalculated costs of conflict.

- 22% decreased their efforts at work due to unresolved conflict.

- More than 50% lost time at work as a result of fear because of conflict.
- 12% stated that they had left jobs to escape unresolved conflict.

It is because of these costs that it would behoove us to implement a conflict resolution plan to

allow us to learn, improve and evolve.

I believe that we can successfully design and implement a conflict resolution plan based

primarily on the following three techniques espoused by Cloke and Goldsmith, that in my

opinion are most applicable to a law enforcement agency.

 1. Understand the culture and dynamics of conflict. Understanding the dynamics and

influence of culture on conflict is imperative to increase awareness, acceptance and

resolution of the underlying reasons for the conflict. Exploring our differences provides

an opportunity for learning and improvement.

2. Separate what matters from what gets in the way. Addressing joint problems, finding

commonalities, satisfying interests, determining what both sides care about and

redesigning the future will lead to resolution and transformation. By combining our

different perspectives, experiences and ideas, we will discover a more profound truth far

more universal than any individual truth on its own.

3. Lead and coach for transformation. Leadership and coaching are the keys to advancing a

culture of conflict resolution within the department. Competency in conflict resolution

will help to shift attitudes, develop skills and enable resolution and transformation.

Transformational leaders value diversity, dissent and disagreement and will seek out

opportunities to resolve conflicts, improve relationships and reconcile differences.

References:

Goldsmith, J., & Cloke, K. (2011). Resolving conflicts at work: Ten strategies for

everyone on the job (3rd ed.). San Francisco, CA: Jossey-Bass.