Using The 5 Types of Conflict To Deal With Workplace Conflict Challenges

The 5 Types of Conflict Model originates from conflict resolution theory, particularly from fields like organisational behaviour, negotiation, and communication. It helps identify the root causes of conflict, which can arise from:

1. Value differences

2. Data or informational discrepancies

3. Relationship issues

4. Conflicting interests

5. Structural or organizational constraints

This model is widely used in both business and interpersonal conflict management contexts to better understand and resolve disputes effectively.

The five types of conflict model—value, data, relationship, interest, and structure—is attributed to Christopher Moore, a prominent mediator and author. He introduced this model in his book, The Mediation Process: Practical Strategies for Resolving Conflict (1986). Moore’s framework helps mediators and conflict resolution practitioners analyze the root causes of conflicts to effectively address and resolve them.

Here’s how to apply Christopher Moore’s five types of conflict to common workplace scenarios:

Scenario 1: Your boss is a micromanager

1. Value Conflict: Discuss differing views on leadership styles and how autonomy builds trust and efficiency.

2. Data Conflict: Request clear goals and metrics that ensure both you and your boss are aligned.

3. Relationship Conflict: Have an open conversation about communication and how micromanaging impacts your motivation.

4. Interest Conflict: Highlight mutual interests—success and efficiency—while showing how autonomy supports them.

5. Structural Conflict: Suggest clarifying roles and responsibilities to reduce overlap and the need for constant supervision.

Scenario 2: You are a team leader, and your staff keeps using their phones

1. Value Conflict: Set a standard about phone usage during work hours, focusing on productivity and professionalism.

2. Data Conflict: Share data on how phone distractions affect work quality and deadlines.

3. Relationship Conflict: Have a team discussion to ensure they understand how phone use can affect team dynamics and accountability.

4. Interest Conflict: Propose compromises, like designated break times for phone use, balancing both productivity and personal needs.

5. Structural Conflict: Establish clear policies or guidelines regarding phone use, ensuring expectations are consistent across the team.

Scenario 3: Your colleague constantly interrupts during meetings

1. Value Conflict: Discuss the importance of respectful communication and active listening to promote teamwork.

2. Data Conflict: Highlight the impact interruptions have on meeting flow and achieving objectives.

3. Relationship Conflict: Address how constant interruptions strain professional relationships and reduce collaboration.

4. Interest Conflict: Suggest setting clear guidelines for speaking during meetings to balance participation.

5. Structural Conflict: Propose rotating facilitation roles to create a more structured and inclusive meeting environment.

Scenario 4: There’s friction between team members over workload distribution

1. Value Conflict: Discuss fairness and equality, highlighting the team’s shared responsibility to meet goals.

2. Data Conflict: Review task assignments and workload objectively to ensure equitable distribution.

3. Relationship Conflict: Encourage open dialogue between team members to understand feelings of resentment or frustration.

4. Interest Conflict: Negotiate new ways to divide tasks that account for both individual strengths and team needs.

5. Structural Conflict: Reassess team roles and responsibilities to ensure clarity and avoid future disputes over workload.