Conflict. Leadership Tactics for Positive Resolutions

Conflict. No matter how great your leadership skills are, it’s inevitable—especially in daily operations where decisions need to be made, resources are stretched, and emotions can run high. But here’s the good news: conflict doesn’t have to be destructive. In fact, it can be the key to innovation and better teamwork if handled correctly. Enter the timeless wisdom of Getting to Yes by Roger Fisher and William Ury, and its follow-up Getting Past No.

Both books are game-changers when it comes to resolving conflicts in leadership. The core idea is simple: focus on interests, not positions. Let’s break that down and see how you can apply these strategies in your leadership and daily operations.

1. Focus on Interests, Not Positions

Imagine a heated debate between two team members. One says, “I need to leave early on Fridays,” while the other says, “You can’t, we need everyone here!” These are positions, and arguing over them often leads to a stalemate. What Getting to Yes teaches is to dig deeper. What are the underlying interests? Maybe the first person needs to care for a child, and the second person wants to ensure productivity. Once these interests are out in the open, it’s easier to find creative solutions—maybe shifting tasks or adjusting hours.

As a leader, your job is to help the parties focus on the why behind their requests. You’re not just solving a conflict; you’re creating a win-win situation where everyone feels heard and valued.

2. Separate the People from the Problem

Conflicts can get personal fast. One of the most effective strategies from *Getting to Yes* is to separate the people from the problem. This means addressing the issue, not attacking the person. In heated moments, it's easy for emotions to escalate. When people feel attacked, they dig in, and the conflict gets worse.

Here’s a tip: encourage all parties to approach the issue with a mindset of collaboration rather than competition. In doing so, they can focus on solving the problem together without damaging their working relationship.

3. Use Objective Criteria

You’ve probably been in those meetings where two people just can’t agree, no matter what. Instead of letting it spiral, Getting to Yes suggests turning to objective criteria—things like industry standards, benchmarks, or company policies. By anchoring the discussion in neutral standards, you remove bias and make the resolution process fair and logical. 

For example, if there’s a dispute about how to allocate a budget, rather than arguing about it, look at past spending, market rates, or performance metrics. Objective data helps cool down heated discussions and leads to clearer decision-making.

4. Build a "Yesable" Proposition

One of the most practical insights from Getting Past No is creating proposals that are easy to agree with, or “yesable.” This doesn’t mean giving up your position; instead, you craft a solution that addresses both sides' concerns without overwhelming the other party.

Let’s say you’re negotiating a new policy with your team. Rather than jumping straight to big changes, propose smaller, manageable adjustments. It’s easier for people to say yes when the stakes don’t feel too high. Once you’ve gained that initial agreement, you can build on it to achieve larger goals.

5. Be Hard on the Problem, Soft on the People

Finally, remember that conflict resolution isn’t about winning or losing. Getting to Yes emphasizes being firm on the problem but gentle on the people involved. This means you’re not afraid to stick to your principles, but you do so in a way that respects everyone at the table.

In practice, this might look like maintaining your stance on company policy, while still empathizing with a team member’s personal challenges. It’s about finding a balance between compassion and commitment to your organization’s goals.

Wrapping It Up

Conflicts don’t have to derail your operations or sour your leadership style. With the right strategies in place—like focusing on interests, separating the people from the problem, and using objective criteria—you can turn conflicts into opportunities for growth and collaboration. Plus, by crafting “yesable” propositions and being kind but firm, you’ll foster a culture where conflicts are resolved quickly and fairly.

Next time conflict strikes, take a page from Getting to Yes and Getting Past No —and watch how it transforms not just the issue at hand, but your entire approach to leadership.