tour de kop

Tour de Kop

25 aug - 27 aug 2023, kopaonik, servië .btn-cw-share { /* height: 20px important; */ width: 40px important; color: #ffd80a; background-color: #ffffff ; border-color: #ffffff; /* font-size: 12px; font-weight: bold; line-height: 12px; text-decoration: none; color: #ffffff; background-color: #e71e14; border-color: #e71e14; border-radius:5px; box-shadow: none;*/ } .btn-cw-share:hover { color: #ffd80a; background-color: #333333 ; /* border-color: #ffffff; box-shadow: none;*/ }, update favourites, update plans, nieuwe palmares.

Events nearby

Accommodations.

Available hotels nearby

Collection from CycloWorld

Check these splendid cycling regions

Czech Republic

Missing a gran fondo!

Report the missing gran fondo to us, related posts.

Community voices

Cycling regions.

DBB — Tour de Tour Get to & stay at Tour de Kop

Hiking trail Borovik Savina voda – Rudnica

Mushroom trail Kopaonik

Hiking trails on Kopaonik

Aqua park “Draguljica” in Jošanička Banja works every day during the summer season

Free tourist tour for guests on Kopaonik BY THE TRAIL OF OLD RAŠKA – Friday, August 9, 2024.

Opening hours of entertainment on Kopaonik – summer season

Blueberry, wine and gastronomy days on Kopaonik from August 2 to 4, 2024.

When you are on Kopaonik, visit the church in Kriva Reka

National park Kopaonik walking tours with the guide

Trail race Kopaonik and MTB race Three sides of Kopaonik on July 27 and 28

• Ski & Snowboard Instructors
• Ski & Rent Service
• Ski Slopes – Map
• Accommodation
• Food & Drink
• Promo and discount
• Winter camp
• Summer camp
• New Year’s eve
• The Enviroment
• Info Kopaonik
• Summer activities

Tour De Kop 2020 along the four sides of Kopaonik on August 22nd and 23rd

• Google Plus

Kopaonik, August 22, 2020 Tour De Kop and this 2020 on Kopaonik, with four magnificent climbs along this unique and special mountain.

TDK 2020, compared to the previous one, has been extended by two days, in the desire to socialize longer with participants and lovers of healthy living and the mountains, and will last for 4 days. The first two days of TDK, August 20 and 21, are planned for excursions and the third and fourth days, August 22 and 23 for 4 magnificent climbs along Mount Kopaonik.

It is time for the mountain challenge of the 2020 season and four magnificent climbs along Kopaonik. This is not a race, this is something far more beautiful. We wish that all cycling fans enjoy and feel the charms of Kopaonik, the most challenging but also one of the most beautiful mountains in Serbia. The program includes four magnificent climbs from four different sides of Kopaonik – 4 different ascents with 4850 meters of elevation and a total of 193 kilometers. Each side is a story for itself, and we give the participants a chance to discover it and spend an unforgettable weekend. – say the organizers of the Tour De Kop 2020.

On Saturday , August 22 , cyclists will ride two stages: Rudnica – widely known for Everesting and Kriva Reka , the longest side, while on Sunday , August 23 , they will drive stages – Jošanička Banja , the most tame side and – Brzeće , the shortest side.

We send a request to traffic participants to drive at the prescribed speed, to be more careful than usual and to pay attention to cyclists who descend and climb the access roads to Kopaonik on August 22 and 23, 2020.

Možda će vam se svideti

Advertisements

• Vuelta 2024
• Cyclingflash.com
• Ride Magazine

WielerFlits

• Wedstrijdverslagen
• Voorbeschouwingen

Joe Blackmore en Tijmen Graat zetten Tour de l’Avenir op zijn kop in zinderende etappe, ritwinst voor Kajamini

Florian Samuel Kajamini heeft de vijfde etappe van de Tour de l’Avenir gewonnen na een zinderende strijd. Leider Pablo Torres en Jarno Widar verloren meerdere minuten, Joe Blackmore profiteerde optimaal en is de nieuwe leider. Tijmen Graat zat ook in de kopgroep en schuift op naar de tweede plaats in het algemeen klassement.

De vijfde etappe van de Tour de l’Avenir was nagenoeg een kopie van de tweede etappe van de Tour de l’Avenir Femmes. De U23-mannen begonnen hun rit in Les Karellis, waarna al snel de eerste klim opdoemde. Daarna volgde alweer de tweede en de derde, zonder vlakke stukken tussendoor. Dat zorgde ervoor dat het in de eerste 70 kilometer steeds klimmen geblazen was.

Torres en Widar in de verdrukking Er werd dan ook vuurwerk verwacht, en dat kregen we ook. De favorieten mengden zich al snel, maar er werd ook wat naar elkaar gekeken. Uiteindelijk reed er op de laatste beklimming wel een sterke groep weg met daarbij onder meer Tijmen Graat , Darren van Bekkum, Joe Blackmore, Emiel Verstrynge en Léo Bisiaux. Leider Pablo Torres en Jarno Widar, de twee grote favorieten voor de eindzege, konden niet volgen.

Torres en Widar hielden elkaar aanvankelijk nog gezelschap, maar Torres was sterker dan zijn concurrent. De Spanjaard probeerde in zijn eentje naar de leiders toe te rijden, maar dat werd een lastige opdracht. Van Bekkum cijferde zich namelijk helemaal weg in de kopgroep, in functie van Graat. Louis Sutton deed hetzelfde voor Blackmore, die virtueel leider werd. Zo kregen we een zinderende strijd te zien.

Blackmore nieuwe leider, ritwinst voor Kajamini Op de top van de klim, waarna nog goed 50 kilometer moest gereden worden, had de eerste groep een minuut voorsprong op Torres. Widar volgde al op meer dan twee minuten. In de afdaling verloor Torres steeds meer terrein. Hij begon zo de laatste 20 vlakke kilometers met een achterstand van bijna twee minuten. Het zag er met andere woorden steeds beter uit voor Blackmore en Graat.

De acht leiders bleven ook in de absolute finale goed samenwerken, waarna ze konden sprinten voor de ritzege. Het was de Italiaan Florian Samuel Kajamini die nog over de snelste benen beschikte. Hij won nipt voor Verstrynge en Sutton. Torres eindigde uiteindelijk op meer dan vier minuten, waardoor Blackmore de nieuwe leider is. Graat schuift op naar de tweede plaats in het klassement, Bisiaux is nu derde.

Tour de l'Avenir (2.NCUP)

• Deelnemers Vuelta 2024
• Uitvallers Vuelta 2024
• Parcours Vuelta 2024
• Favorieten Algemeen Klassement
• Favorieten Puntenklassement
• Favorieten Bergklassement
• Favorieten Jongerenklassement
• Etappes Vuelta a España 2024

• Scorito Vuelta 2024 (4 uur geleden)
• Algemeen muziek topic (5 uur geleden)
• Het actueel-maar-niet-per-se-politiek topic (6 uur geleden)
• Team Visma | Lease a bike 2024 (6 uur geleden)
• Het 'wat-luister-je-nu' topic (6 uur geleden)
• Afvalkoers Vuelta 2024 (7 uur geleden)
• Vuelta CQ-Biedspel 2024 (8 uur geleden)
• Scorito-Topcoach NL (8 uur geleden)
• NachtCast (8 uur geleden)
• WF Jeugdavonturen uncut (10 uur geleden)

Om te reageren moet je ingelogd zijn.

• Plot a Route
• Walk Route Planner
• Run Route Planner
• Bike Route Planner
• Upload a Route
• Make Me a Route
• Plot with Waypoints
• Trace a Route
• Combine Routes
• Split a Route
• Create a Collection
• Challenge Tracker
• Plot a Radius Map
• My Collections
• My Challenges
• My Linked Apps
• Find a Route
• Browse Routes
• Browse Collections
• Browse Challenges
• GPS Art Gallery
• Hotels and B&B's
• Weather Forecast

Popular Routes

• Walking Routes
• Running Routes
• Cycling Routes
• Horse Rides
• Motorbike Routes
• Browse Clubs
• Create a Club
• About Clubs
• Tutorial Videos
• How-To Guides
• Registration Help
• Maps for Events
• Latest News
• Feature Requests

ADVERTISEMENT

Popular routes by miodrag radulovic, route collection, 6 routes tour de kop.

Route Statistics metric imperial

No notes are available for this route collection.

Route Maps (select routes from table below map)

Route photos.

Routes that have photos are indicated with a camera icon . To view the photos, click the camera icon or select the route from the list above and then select PHOTOS from the MENU above the map.

DESKTOP TABLET MOBILE

• Walking Route Planner
• Running Route Planner
• Cycle Route Planner
• Import Routes
• How Far Did I Run?
• Find Routes Near Me
• Popular Walks
• Popular Running Routes
• Popular Bike Routes
• Hilly Cycle Rides
• 5K Running Routes
• Voice Navigation
• Search the Website
• Share on Social Media
• Download to a GPS file
• Sync with Garmin Devices
• Download to Wahoo Devices
• Embed on Other Websites
• Download Route Map Images
• Share Photos of Your Routes
• Share Progress on Challenges
• Frequently Asked Questions
• Community Forum

STAY UPDATED

case study examples for workplace conflict

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Case Study: When Two Leaders on the Senior Team Hate Each Other

• Boris Groysberg
• Katherine Connolly Baden

How should a CEO address friction between his CFO and the sales chief?

In this fictional case, the CEO of a sports apparel manufacturer is faced with an ongoing conflict between two of his top executives. Specifically, the head of sales and the CFO are at each other’s throats and the tension is having a ripple effect on their teams and the rest of the organization. The CEO, who tends to avoid conflict himself, is struggling with how to respond. His options include changing the company compensation scheme to encourage better collaboration, firing the two leaders, getting them each a coach, and doing more team building activities.

The feedback in the 360-degree reviews was supposed to be anonymous. But it was crystal clear who’d made the negative comments in the assessment of one executive.

• BG Boris Groysberg is a professor of business administration in the Organizational Behavior unit at Harvard Business School and a faculty affiliate at the school’s Race, Gender & Equity Initiative. He is the coauthor, with Colleen Ammerman, of Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work (Harvard Business Review Press, 2021). bgroysberg
• KB Katherine Connolly Baden is a research associate at Harvard Business School.

Partner Center

Newly Launched - AI Presentation Maker

Researched by Consultants from Top-Tier Management Companies

Powerpoint Templates

Icon Bundle

Kpi Dashboard

Professional

Business Plans

Swot Analysis

Gantt Chart

Business Proposal

Marketing Plan

Project Management

Business Case

Business Model

Cyber Security

Business PPT

Digital Marketing

Digital Transformation

Human Resources

Product Management

Artificial Intelligence

Company Profile

Acknowledgement PPT

PPT Presentation

Reports Brochures

One Page Pitch

Interview PPT

All Categories

Must-Have Conflict Management Case Study Examples with Templates and Samples

Ananya Bhaduri

“Avoiding conflict doesn’t make it go away; it just goes away and sharpens its fangs.”- Amy Alkon.

Conflicts often emerge like untamed brushstrokes on a canvas in the vast tapestry of the modern workplace, where diverse personalities and ambitions intertwine. Like skilled artists, adept leaders know conflict management is critical to transforming these chaotic clashes into harmonious masterpieces. Picture a symphony conductor orchestrating a medley of differing notes, rhythmically merging dissonance into a harmonious melody. Workplace conflict management is akin to that conductor, delicately navigating the complexities of human interaction, listening to the various voices and perspectives, and conducting a harmonious resolution. It is the art of understanding, empathy, and communication, allowing teams to transcend discord and embark on a collective journey toward collaboration and success.

Importance of Conflict Management

Conflict management or conflict resolution is essential for fostering productive and harmonious relationships in both personal and professional contexts. It is pivotal in promoting understanding, resolving differences, and facilitating growth and innovation. Effective conflict management enables individuals and groups to navigate disagreements, negotiate compromises and maintain a positive and collaborative atmosphere.

By addressing conflicts constructively, conflicts can be transformed into opportunities for learning and development. Conflict management helps to prevent escalation and destructive outcomes, such as strained relationships, loss of trust, and decreased productivity. It promotes open communication, active listening, end empathy, allowing parties to express their concerns, interests, and needs.

Moreover, conflict management is crucial for promoting diversity and inclusivity. It encourages the exploration of various perspectives and fosters a culture of respect and acceptance. By acknowledging and valuing differences, conflicts can be seen as a means to challenge assumptions, foster creativity, and drive innovation.

In summary, conflict management is of utmost importance. It enables individuals and organizations to handle disagreements and differences constructively, improving relationships, increasing productivity, and creating a more inclusive and resilient environment. 

Suppose you're willing to offer practical training for your team and colleagues regarding conflict management. In that case, you can check our training module, which focuses on workplace conflict and prevention techniques.

Template 1: A Case Study on Conflict Management at Workplace 

Explore the following template that showcases a case study on workplace conflict management. Use this pre-designed template to outline the context of the conflict within your organization. This concise yet comprehensible template enables your workforce to effectively grasp the conflict's background. Get this template now!

Download now

Template 2: A case study on Conflict Management at the Workplace

Use this slide to highlight the decision regarding conflict management in your organization. This template describes the decision taken and the outcome of the decision. This ready-to-use template is column structured. One explains the decisions taken, and the other denotes the outcomes. This format easily attracts customers; you can edit the decisions and outcomes per your requirements.

Template 3: Recommended Conflict Management Solution Template

This content-ready template helps you showcase the recommendations regarding the conflict management solution. It states that the decisions should be based on facts, and there should be proper reasoning when making the decisions. On the other hand, it also mentions using external assessment firms for making such decisions. Lastly, you can formulate workplace behavior rules and regulations to control aggressive employee behavior. Since this template is customizable, you can add more recommendations according to your needs. 

Template 4: Case Study on Employee Dispute at Workplace Template

This PPT Slide allows you to describe the background of the employee dispute in your workplace. Disputes or conflicts can be based on discrimination. In this template, you can highlight the conflict between the employees and what are the issues faced by them. Get this slide now to get started!

Template 5: Conflict with Manager Template

Use this slide to emphasize the background of the conflict involving the manager. This specific slide highlights the conflict stemming from divergent perspectives on a project. Our dedicated experts have designed these templates to be easily editable, enabling you to incorporate the conflict's background according to your specific needs. Access this template from the given link.

Template 6: Conflict Resolution Approach Template

Discover this PPT Template that showcases the conflict resolution approach adopted within your organization. Within this template, the initial resolution articulates a clear and rational rationale for the change in approach. The second resolution emphasizes the significance of mutual agreement through a constructive dialogue between the employee and the manager. You have the flexibility to customize the resolutions based on the conflict background prevalent in your company. The captivating structure and enriching content of this template will undoubtedly captivate your audience. Act now and seize this opportunity!

Template 7: Mediation at Workplace Template

Mediation holds utmost importance in resolving workplace conflicts among employees or teams. To address conflicts within your company, avail yourself of this downloadable template. It provides a platform to outline the background of the conflict comprehensively. The template emphasizes conducting a role play to effectively resolve the conflict, suggesting the involvement of three individuals as volunteers to portray the employees' roles. However, you have the liberty to customize the template to suit your specific requirements. Download this template right away.

Template 8: Outcome of the Decision Template

This template allows you to focus on the Outcome of the decision. It states that the mediation process helps when communication doesn't work. With this template, you can identify the cause of failure and find new ways of working together. Grab this template now!

Template 9: Conflict Resolution Template

Use this PPT Slide to define your actions regarding the resolution of conflict when both of them were part of your team. With the background of the incident, you can act to resolve the conflict. The colorful and rich content can easily attract your customers. Get this template from the given link!

Template 10: Approach and Outcome Template

This template helps you to find the approach and outcomes of conflict resolution in the workplace. It states to review the entire situation first, then the concerned employees and the managers should be interviewed, and lastly, there should be some psychometric tests to assess the personality. This will lead to understanding the persistent stress level of the employees.

Wrapping up

The above ten templates related to workplace conflict management will help you point out, avoid and mitigate workplace conflicts. Do you know these templates are easily customizable? Also, you can use and save these powerpoint graphics in the format of your choice. 

FAQs on Conflict Management

What is a good example of conflict management.

X manages a customer service team. She oversees 16 employees, and it's her first leadership role. She has one team member, Y, with a low customer satisfaction score. In a previous meeting, she told Y she would like her to raise the score, but it's been a month without improvement.

In such cases, X could work to develop her leadership and communication skills by conducting a training session.

What is an example of a conflict case?

X is an accountant for a software production company. He requires all the sales figures each month to create his reports. One of his colleagues on the sales team, Mr. Y, always gives him the figures late, which affects X's report.

What are the five types of conflict management?

Five types of Conflict management includes-accommodating is the situation when the issue is not essential to you as it is to the other person; avoiding involves simply ignoring the issue; compromising is the opportunity to find a middle-ground solution; collaborating is beyond finding the middle ground to finding a solution and competing that involves sticking to your argument.

What are the 5 Cs of conflict management with examples?

The five C's include- carefully listening, considering the situation, having a calm discussion, conscientiously looking at the facts, and cooperatively working together.

Related posts:

• Top 7 Conflict Management Templates With Samples And Examples!
• The Ultimate Guide to Conflict Management and Resolution in the Workplace (Best PowerPoint Templates Included)
• [Updated 2023] Top 10 Winning Case Study Competition Presentations [and 10 Vexing Business Issues They Can Help You Solve]
• [Updated 2023] Top 20 PowerPoint Templates to Devise a Systematic Research Methodology

Liked this blog? Please recommend us

Must-Have Construction Change Order Templates with Samples and Examples

Top 5 Daily Appointment Templates with Samples and Examples

This form is protected by reCAPTCHA - the Google Privacy Policy and Terms of Service apply.

--> Digital revolution powerpoint presentation slides

--> Sales funnel results presentation layouts

--> 3d men joinning circular jigsaw puzzles ppt graphics icons

--> Business Strategic Planning Template For Organizations Powerpoint Presentation Slides

--> Future plan powerpoint template slide

--> Project Management Team Powerpoint Presentation Slides

--> Brand marketing powerpoint presentation slides

--> Launching a new service powerpoint presentation with slides go to market

--> Agenda powerpoint slide show

--> Four key metrics donut chart with percentage

--> Engineering and technology ppt inspiration example introduction continuous process improvement

--> Meet our team representing in circular format

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

Appendix A: Case Studies

List of case studies, case study 1: handling roommate conflicts, case study 2: salary negotiation at college corp, case study 3: oecollaboration, case study 4: the ohio connection, case study 5: uber pays the price, case study 6: diverse teams hold court.

Chapter Reference: Section 2.2 Approaches to Conflict

Whether you have a roommate by choice, by necessity, or through the random selection process of your school’s housing office, it’s important to be able to get along with the person who shares your living space. While having a roommate offers many benefits such as making a new friend, having someone to experience a new situation like college life with, and having someone to split the cost on your own with, there are also challenges. Some common roommate conflicts involve neatness, noise, having guests, sharing possessions, value conflicts, money conflicts, and personality conflicts (Ball State University, 2001). Read the following scenarios and answer the following questions for each one:

• Which conflict management style, from the five discussed, would you use in this situation?
• What are the potential strengths of using this style?
• What are the potential weaknesses of using this style?

Scenario 1: Neatness. Your college dorm has bunk beds, and your roommate takes a lot of time making their bed (the bottom bunk) each morning. They have told you that they don’t want anyone sitting on or sleeping in the bed when they are not in the room. While your roommate is away for the weekend, your friend comes to visit and sits on the bottom bunk bed. You tell your friend what your roommate said, and you try to fix the bed back before your roommate returns to the dorm. When they return, your roommate notices that the bed has been disturbed and confronts you about it.

Scenario 2: Noise and having guests. Your roommate has a job waiting tables and gets home around midnight on Thursday nights. They often brings a couple friends from work home with them. They watch television, listen to music, or play video games and talk and laugh. You have an 8 a.m. class on Friday mornings and are usually asleep when they returns. Last Friday, you talked to your roommate and asked them to keep it down in the future. Tonight, their noise has woken you up and you can’t get back to sleep.

Scenario 3: Sharing possessions. When you go out to eat, you often bring back leftovers to have for lunch the next day during your short break between classes. You didn’t have time to eat breakfast, and you’re really excited about having your leftover pizza for lunch until you get home and see your roommate sitting on the couch eating the last slice.

Scenario 4: Money conflicts. Your roommate got mono and missed two weeks of work last month. Since they have a steady job and you have some savings, you cover their portion of the rent and agree that they will pay your portion next month. The next month comes around and your roommate informs you that they only have enough to pay their half of the rent.

Scenario 5: Value and personality conflicts. You like to go out to clubs and parties and have friends over, but your roommate is much more of an introvert. You’ve tried to get them to come out with you or join the party at your place, but they’d rather study. One day your roommate tells you that they want to break the lease so they can move out early to live with one of their friends. You both signed the lease, so you have to agree or they can’t do it. If you break the lease, you automatically lose your portion of the security deposit

Works Adapted

“ Conflict and Interpersonal Communication ” in Communication in the Real World  by University of Minnesota is licensed under a  Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Ball State University. (2001). Roommate conflicts. accessed June 16, 2001, from  http://cms.bsu.edu/CampusLife/CounselingCenter/VirtualSelfHelpLibrary/RoommateIssues.asx.

Chapter Reference:  Section 2.4 Negotiation

Janine just graduated college, she’s ready to head out on her own and get that first job, and she’s through her first interviews. She receives an offer of a $28,000 salary, including benefits from COLLEGE CORP, from an entry-level marketing position that seems like a perfect fit. She is thrown off by the salary they are offering and knows that it is lower than what she was hoping for. Instead of panicking, she takes the advice of her mentor and does a little research to know what the market range for the salary is for her area. She feels better after doing this, knowing that she was correct and the offer is low compared to the market rate. After understanding more about the offer and the rates, she goes back to the HR representative and asks for her preferred rate of $32,500, knowing the minimum that she would accept is $30,000. Instead of going in for her lowest amount, she started higher to be open to negotiations with the company. She also sent a note regarding her expertise that warranted why she asked for that salary. To her happy surprise, the company counter offered at $31,000—and she accepted.

• What key points of Janice’s negotiation led to her success?
• What could have Janice done better to get a better outcome for her salary?

“ Conflict and Negotiations ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

“Good & Bad Salary Negotiations,”  Salary.com , April 19, 2018, https://www.salary.com/articles/good-bad-examples-of-salary-negotiations .

Herner, M. (n.d). 5 things HR wishes you knew about salary negotiation. Payscale.com, accessed October 21, 2018, https://www.payscale.com/salary-negotiation-guide/salary-negotiation-tips-from-hr .

Chapter Reference:  Section 3.2 Creating, Maintaining, and Changing Culture

At OECollaboration, a technology company that develops virtual collaboration software for new companies, Mike Jones is a new manager. One of the biggest challenges he has faced is that the team that he is managing is well established and because he is an outsider, the team members haven’t yet developed trust in him.

Two weeks into his new employment, Mike held a meeting and discussed all of the changes to the remote work agreements as well as implementing new meeting requirements for each employee to have a biweekly meeting scheduled with him to discuss their projects. The team was outraged, they were not excited, and the following days he wasn’t greeted in a friendly way; in addition, his team seemed less engaged when asked to participate in team functions.

Tracy James is also a new manager at OECollaboration who started at the same time as Mike, in a similar situation where she is a new manager of an existing team. Tracy was able to hold a meeting the first day on the job to listen to her team and get to know them. During this meeting she also told the team about herself and her past experiences. Additionally, she held one-on-one meetings to listen to each of her team members to discuss what they were working on and their career goals. After observation and discussion with upper management, she aligned her own team goals closely with the skills and experiences of her new team. She met with the whole team to make changes to a few policies, explaining why they were being changed, and set the strategy for the team moving forward.

Because she got her team involved and learned about them before implementing her new strategy, this was well received. Her team still had questions and concerns, but they felt like they could trust her and that they were included in the changes that were being made.

• What challenges can a new manager encounter when starting to manage an existing team?
• What strategies can a new manager implement to ensure that their new team is engaged with them and open to change and growth?

Adapted Works

“ Organizational Power and Politics ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

Giang, V. (2013, July 31). The 7 types of power that shape the workplace. Business Insider. https://www.businessinsider.com/the-7-types-of-power-that-shape-the-workplace-2013-7

Morin, A. (2018, June 25). How to prevent a workplace bully from taking your power. Inc. https://www.inc.com/amy-morin/how-to-prevent-a-workplace-bully-from-taking-your-power.html

Weinstein,  B. (n.d.). 10 tips for dealing with a bully boss,” CIO , accessed October 13, 2018, https://www.cio.com.au/article/198499/10_tips_dealing_bully_boss/.

Chapter Reference:  Section 4.1 Power

Janey worked as an executive assistant to a product manager at her company: Ohio Connection. Overall, she loved her job; she was happy to work with a company that provided great benefits, and she and found enjoyment in her day-to-day work. She had the same product manager boss for years, but last year, her manager left Ohio Connection and retired. Recently her new manager has been treating her unfairly and showcasing bullying behavior.

Yesterday, Janey came into work, and her boss decided to use their power as her manager and her “superior” to demand that she stay late to cover for him, correct reports that he had made mistakes on, and would not pay her overtime. She was going to be late to pick up her son from soccer practice if she stayed late; she told him this, and he was not happy.

Over subsequent days, her boss consistently would make comments about her performance, even though she had always had good remarks on reviews, and created a very negative work environment. The next time she was asked to stay late, she complied for fear of losing her job or having other negative impacts on her job. Janey’s situation was not ideal, but she didn’t feel she had a choice.

• What type of power did Janey’s boss employ to get her to do the things that he wanted her to do?
• What negative consequences are apparent in this situation and other situations where power is not balanced in the workplace?
• What steps should Janey take do to counteract the power struggle that is occurring with her new manager?

Chapter Reference:   Section 5.1 Interpersonal Relationships at Work

Uber revolutionized the taxi industry and the way people commute. With the simple mission “to bring transportation—for everyone, everywhere,” today Uber has reached a valuation of around $70 billion and claimed a market share high of almost 90% in 2015. However, in June 2017 Uber experienced a series of bad press regarding an alleged culture of sexual harassment, which is what most experts believe caused their market share to fall to 75%.

In February of 2017 a former software engineer, Susan Fowler, wrote a lengthy post on her website regarding her experience of being harassed by a manager who was not disciplined by human resources for his behavior. In her post, Fowler wrote that Uber’s HR department and members of upper management told her that because it was the man’s first offense, they would only give him a warning. During her meeting with HR about the incident, Fowler was also advised that she should transfer to another department within the organization. According to Fowler, she was ultimately left no choice but to transfer to another department, despite having specific expertise in the department in which she had originally been working.

As her time at the company went on, she began meeting other women who worked for the company who relayed their own stories of harassment. To her surprise, many of the women reported being harassed by the same person who had harassed her. As she noted in her blog, “It became obvious that both HR and management had been lying about this being his ‘first offense.’” Fowler also reported a number of other instances that she identified as sexist and inappropriate within the organization and claims that she was disciplined severely for continuing to speak out. Fowler eventually left Uber after about two years of working for the company, noting that during her time at Uber the percentage of women working there had dropped to 6% of the workforce, down from 25% when she first started.

Following the fallout from Fowler’s lengthy description of the workplace on her website, Uber’s chief executive Travis Kalanick publicly condemned the behavior described by Fowler, calling it “abhorrent and against everything Uber stands for and believes in.” But later in March, Uber board member Arianna Huffington claimed that she believed “sexual harassment was not a systemic problem at the company.” Amid pressure from bad media attention and the company’s falling market share, Uber made some changes after an independent investigation resulted in 215 complaints. As a result, 20 employees were fired for reasons ranging from sexual harassment to bullying to retaliation to discrimination, and Kalanick announced that he would hire a chief operating officer to help manage the company. In an effort to provide the leadership team with more diversity, two senior female executives were hired to fill the positions of chief brand officer and senior vice president for leadership and strategy.

Critical Thinking Questions

• Based on Cox’s business case for diversity, what are some positive outcomes that may result in changes to Uber’s leadership team?
• If the case had occurred in Canada, what forms of legislation would have protected Fowler?
• What strategies should have been put in place to help prevent sexual harassment incidents like this from happening in the first place?

“ Diversity in Organizations ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

Della Cava, M. (2017, June 13). Uber has lost market share to Lyft during crisis. USA Today. https://www.usatoday.com/story/tech/news/2017/06/13/uber-market-share-customer-image-hit-string-scandals/102795024/

Fowler, T. (2017, February 19). Reflecting on one very, very strange year at Uber. https://www.susanjfowler.com/blog/2017/2/19/reflecting-on-one-very-strange-year-at-uber.

Lien,  T. (2017, June 6). Uber fires 20 workers after harassment investigation. Los Angeles Times.  http://www.latimes.com/business/la-fi-tn-uber-sexual-harassment-20170606-story.html

Uber (2017, February). Company info. https://www.uber.com/newsroom/company-info/

Chapter Reference:  Section 5.3 Collaboration, Decision-Making and Problem Solving in Groups

Diverse teams have been proven to be better at problem-solving and decision-making for a number of reasons. First, they bring many different perspectives to the table. Second, they rely more on facts and use those facts to substantiate their positions. What is even more interesting is that, according to the Scientific American article “How Diversity Makes Us Smarter,” simply “being around people who are different from us makes more creative, diligent, and harder-working.”

One case in point is the example of jury decision-making, where fact-finding and logical decision-making are of utmost importance. A 2006 study of jury decision-making, led by social psychologist Samuel Sommers of Tufts University, showed that racially diverse groups exchanged a wider range of information during deliberation of a case than all-White groups did. The researcher also conducted mock jury trials with a group of real jurors to show the impact of diversity on jury decision-making.

Interestingly enough, it was the mere presence of diversity on the jury that made jurors consider the facts more, and they had fewer errors recalling the relevant information. The groups even became more willing to discuss the role of race case, when they hadn’t before with an all-White jury. This wasn’t the case because the diverse jury members brought new information to the group—it happened because, according to the author, the mere presence of diversity made people more open-minded and diligent. Given what we discussed on the benefits of diversity, it makes sense. People are more likely to be prepared, to be diligent, and to think logically about something if they know that they will be pushed or tested on it. And who else would push you or test you on something, if not someone who is different from you in perspective, experience, or thinking. “Diversity jolts us into cognitive action in ways that homogeneity simply does not.”

So, the next time you are called for jury duty, or to serve on a board committee, or to make an important decision as part of a team, remember that one way to generate a great discussion and come up with a strong solution is to pull together a diverse team.

• If you don’t have a diverse group of people on your team, how can you ensure that you will have robust discussions and decision-making? What techniques can you use to generate conversations from different perspectives?
• Evaluate your own team at work. Is it a diverse team? How would you rate the quality of decisions generated from that group?

Sources: Adapted from Katherine W. Phillips, “How Diversity Makes Us Smarter,” Scientific American, October 2014, p. 7–8.

“ Critical Thinking Case ” in  Organizational Behaviour by OpenStax is licenced under a Creative Commons Attribution 4.0 International License .

Conflict Management Copyright © 2022 by Laura Westmaas, BA, MSc is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Share This Book

7 workplace conflict examples (plus how to handle each one).

Nine out of 10 companies plan to implement “return to work” by the end of 2024, according to CNBC . With so many people coming back to the office , does this mean workplace conflict is destined to come along for the ride?

“Conflict in the workplace is inevitable. Any time you’re bringing people together, you’re going to get different perspectives,” shares Scott Monty , CEO and Principal of Scott Monty Strategies and Leadership Coach and Communications Strategist for Chameleon Collective.

This inevitability can actually work in your favor: If you know disagreements are bound to happen, you can prepare yourself. You can be on the lookout for common catalysts and try to mitigate them. And when an issue does arise, you can navigate it adeptly to keep the team unified and the work product strong.

Monty continues: “The key with any kind of conflict, whether personal or professional, is how you resolve it.” Now, keep in mind, we can’t divorce the individuality of everyone involved from our solutions and best practices for resolving workplace conflicts.

"Everyone has different communication needs: the pace of conversation, the length of time devoted to the conversation, the tone and level of detail shared within the conversation are all factors that differ between us and need to be considered for effective communication and conflict management," explains Lindsay Friedman, Leadership Development Coach and Founder of Lead With Lindsay .

Armed with this awareness that best practices and solutions must account for individual differences and workplace culture, here are 7 workplace conflict examples–and suggestions to navigate each one.

Examples of workplace conflict: Scenarios and solutions

1. inflexible thinking.

Inflexibility in the workplace, also known as black-and-white thinking or “my way or the highway”, usually doesn’t allow for multiple perspectives or solutions. In certain work environments, leaders, or colleagues might dismiss alternative approaches simply because they aren’t intuitive to them. As a result, team members may disengage, convinced no one wants to hear their original thoughts anyway.

The conflict arises when someone breaks the pattern. They offer innovation, feedback, pushback, or alternatives. These moments can be particularly sticky because they call for navigating two disagreements. There’s the difference of opinion over the best approach in the near-term, and whether repetition or expansive thinking is the way to go long-term.

How to handle it:

First, you’ll want to pick your battles. If someone’s drawn a line in the sand over something that won’t actually affect the team, the culture, or the results (i.e., it’s just rigid and different), let this pitch pass you by. Ask yourself: “If I wasn’t on this team, and the situation was handled as planned, do I think it would still succeed?”

If the answer is no, or if it’s a repeated scenario, then it’s important to address both the pathway forward in this specific instance, and the way ideas are presented. Of course, these should be two separate conversations.

Start with the immediate: “I notice we seem to have settled on a course of action before [consulting an expert]/ [conferring as a team]/ [considering xyz], could we discuss before finalizing?” Then once the dust has settled, look for ways to discuss culture (HR may be able to help).

2. Poor leadership

When it comes to conflict resolution in the workplace, leadership can be compared to money: not a primary concern when abundant, but when it’s absent, it can occupy most of your thoughts.

The worst kind of leadership vacuum doesn’t come from the absence of a leader, but from the absence of recognized leadership by a person in charge. A poor leader can make team members feel: unsupported, micro-managed, like they have nothing to do, like they have everything to do, and the list goes on.

So, how do you address the resultant workplace conflict as the employee or leader? The first thing to remember is that, in fact, you both have the power to do something about it.

If your manager lacks strong management skills , research “managing up.” You have the power to report on your work, and create space for feedback. Start by asking for a 1-on-1 meeting, and then, ask if you can schedule it regularly. Tell your manager specifically: “Here is where support/feedback would be particularly helpful.”

And if you’re a leader who hasn’t been given the tools to support your new team, ask for leadership training. This is too often an afterthought for people promoted because of job skills, not management skills.

Start by researching if there’s an online or in-person intensive, email the appropriate powers that be (HR? Your Boss?) and ask to attend. Frame your ask in terms of the company. It sounds like this: “I see there’s a training on managing Gen Z: This will allow me to communicate even more effectively…”

3. Balancing in-office presence

Post-pandemic, differing opinions on return to office have become a hot topic and are currently one of the most common examples of workplace conflict. Monty walks through how you could address this issue in your office, step by step:

“Determine where there is room to meet in the middle. If the two sides are hopelessly divided, then it’s important to recognize that as well. But understanding the reason behind the staked positions is key to working out a solution.

For example, if management wants an employee to spend more time physically in the office versus working remotely and the employee wants more days at home, determine why it’s important to each one. Maybe the employee has elder care issues that require them to be at home; maybe the employer wants to see work output.

In both cases, there are ways to accommodate the needs of the other: letting the employee work from home on days when healthcare visits are required; creating a regular cadence of updates on work completed for the employer.”

Monty makes a great point: If the company provides the flexibility for the individuals involved to find a solution, they can. As the employee, you should be candid about the specific flexibility you need–and the results you can be trusted to deliver. As the supervisor, do the same, in-office time should be critical, and scheduled reasonably in advance.

With that said, as Monty mentions as well, there isn’t always “room to meet in the middle.” Did your CEO just publicly declare return-to-work was mandatory, zero exceptions? Start sending your resume around, because sometimes the resolution is realizing it’s not the company culture for you.

4. Compensation disparities

Many years ago, I wrote a personal essay for The Muse entitled “ What You Should Learn From My $10,000 Career Mistake ”. It was the true story of how my failure to negotiate landed me in a parallel role but on a different payscale trajectory from my colleagues. And yes, it caused conflict.

First, I felt resentful of my colleague. We were of a similar age and experience, and she wasn’t working longer or harder, but she was making more money. Second, I felt resentful of my boss. She knew there was more budget available for my salary. She offered me the low end because she expected us to dance, I didn’t, and the money that was allocated for my role just didn’t go to me.

Third, I felt resentful of the institution. I knew rationally that my colleague and boss had nothing to do with my failure to negotiate. When the decision was made to tell me the salary for the role, why wasn’t it the actual amount allotted? Finally, I had conflict within myself that I was a living, breathing example of “If you don’t, you don’t get.”

The best way to address this conflict is to avoid it all together. Companies: Pay people what they’re worth to avoid the cost of repeated searches. Keep this in mind: When the underpaid hire finds out (and they will), tell-all tweets, LinkedIn statuses, and TikToks are becoming more prevalent–and then your organization will have to pay for another search (and perhaps a crisis team).

Job searchers: Negotiate. And while I’ve come a long way from leaving $10,000 from not asking; I’m still not the best person to advise you on this. But The Muse has a great resource on this topic right here .

5. Time management

Time is a non-renewable resource. So conflicts over time feel personal. Why is it taking your colleague or boss so long to get you that thing you need? Why is your boss or colleague rushing your process?

Time management touches so many other dicey areas, including: delegation, multitasking and productivity, and quality of deliverables. Some people enjoy the stress of working up to the last minute and others like being done two days early.

The best approach here is to be honest with your colleagues from the outset about what you need. For example, if the person you’re working with is notoriously tardy but does great work, saying clearly: “I need this by XYZ deadline in order for the project to be a success.” Or, “This client likes deliverables for review before the meeting.”

If the project requires concurrent work and you have different schedules, pose your concerns as questions: “How can I better support you in your part of the project?” Or, “Would it be helpful if I took [aspect] off your plate?” Or, “Could you give me visibility into your timelines for this project?”

6. Lack of recognition in the workplace

I know a business owner who used to ask his employees what their love language was when he hired them. While this may not be appropriate in your work environment, the sentiment holds. It’s helpful to know what appreciation means to your team. Is it: Words of affirmation? Gifts? Acts of service? In other words, do they want the pizza party or the monetary bonus?

The reason why it’s so helpful to get to know what feels like recognition, is that a lack of recognition can be both unintentional, and a cause for conflict.

There are several ways to avoid and address conflict in this area. First, be generous and avoid worst practices. Failure to credit colleagues for ideas or thank people for their efforts is never a good idea.

If you’re the one giving credit, remember: The ideal is to be sincere and share out loud and with documentation. Meaning, take the time to tell a teammate they did a great job–and write it in the performance review. The former is validating, and the latter is often key for advancement.

And if you’re dealing with a credit stealer? Ask questions (ideally, 1:1).. “Andrew, I’m thrilled the idea was well-received, but I was surprised that you didn’t mention we worked on it together?” You can follow up by asking directly: “How do you envision we share credit/responsibility as the project rolls out, now that it’s green lit?”

If this is recurrent, ask your boss how they’d recommend someone address someone else stealing their ideas.

7. Out-of-office personal conflict

Remember the good ol’ days when you were advised to avoid friending colleagues on Facebook in case someone tagged you in a college-era keg stand photo? Now, it’s because you might vote for different presidential candidates and that could lead to an all out feud.

To put it plain: These conflicts don’t belong in the workplace. Unless a colleague brings their perspectives into the office and engages you specifically: asking you to discuss your views, deriding you for your views, refusing to work with you because of your views—what they think and who they vote for is outside your purview.

Now, if it’s important to you to work in an environment where your colleagues will hold similar political ideologies; if you’re looking for a company with a strong public stance on ethical, moral, or political issues–that’s different. And you can find that.

If personal political transparency and alignment isn’t part of the company culture, it’s not something a team member should be enforcing. This is the sort of conflict best directed to HR, immediately.

Be as direct as possible in your email: “Could you please provide me with recommendations for a co-worker repeatedly questioning my political beliefs?” HR is literally there to help.

Conflict in the workplace may be inevitable, but the outcome is not. There are two takeaways you must keep in mind. First, while conflict can occur at any time, so can conflict resolution. Handled correctly, it can build even stronger relationships moving forward. Second, you don’t have to go it alone. While these suggestions are strong first steps, when behavior is concerning, elevate it to HR–that’s literally what they’re there for.

• 7Park Data, Inc.
• Adobe Systems Incorporated
• Aetna, a CVS Health Company
• AMC Networks
• American Express Company
• Apartment Therapy Media
• AppNexus, a Xandr Company
• Arch Insurance
• Arrow Electronics
• Art Processors
• Attune Insurance Services, LLC
• Aurora Solar
• Back Market
• Bank of America
• Better Companies
• Better Mortgage
• Black Community
• Bloomberg LP
• Blue Cross and Blue Shield North Carolina
• Bluecore Inc
• Bridgewater Associates
• Bristol Myers Squibb
• Cable News Network, Inc.
• Capital One
• Carbon Direct
• Career and Interview Tips
• CB Insights
• CenturyLink Inc.
• Chainalysis Inc.
• CHG Healthcare
• Cisco Meraki
• Clarus Commerce
• CloudBees, Inc.
• Cockroach Labs
• Collective Insights
• Collins Aerospace
• Comlinkdata
• Companies That Care
• Contrast Security
• Costar Group
• CoverMyMeds
• Crowdstreet
• Culture Amp
• Dassault Systemes
• Dell Technologies
• Deutsche Bank AG
• DigitalOcean
• Dishcraft Robotics
• Diversity Reboot Newsletter
• Diversity Reboot Summit 2020 Product Expo
• Diversity Reboot Summit 2021 Virtual Booths
• Diversity Reboot Summit Speakers
• Dow Jones Company
• DreamSpring
• Duck Creek Technologies
• Energy Impact Partners
• Expedia Group
• Featured Post
• Featured Talks
• Flatiron Health Inc
• Flexport, Inc.
• Flocabulary
• Folsom Labs
• For Employers
• Forbes Media
• Freddie Mac
• FTI Consulting
• Gainsight, Inc.
• Gamechanger
• General Assembly
• GoEuro Travel GmbH
• Goldman Sachs
• Greenhouse Software
• Halliburton
• Healthfirst Inc
• Hitachi Energy
• Homecare Homebase
• In Person Events
• insightsoftware
• Jama Software
• Johnson & Johnson
• Juniper Networks, Inc.
• Katharine Zaleski's Blog
• Kensho Technologies
• Kin + Carta
• Knotel, Inc.
• L3 Technologies
• LendingClub
• LetsGetChecked
• Liberty Hill Foundation
• Light & Wonder
• Lockheed Martin
• Managed By Q Inc
• Manifold.co
• McMaster-Carr Supply
• Meredith Corporation
• Metromile, Inc.
• Microsoft Corporation
• Millennium Management
• Moody's
• Moov Financial
• Morgan Stanley
• Morning Consult
• MyFitnessPal
• National Geospatial-Intelligence Agency
• National Security Agency (NSA)
• NBCUniversal
• New York Life Insurance Company
• Nextdoor.com, Inc.
• Northrop Grumman
• Novelis Inc.
• One Medical
• OneLogin, Inc.
• Oscar Insurance Corp
• OUTFRONT Media Inc.
• Pacific Western Bank
• Partnership on AI to Benefit People and Society
• Pax Labs Inc
• Pitney Bowes Inc.
• PlayStation
• Plenty Of Fish
• Pluralsight
• Polis, Inc.
• PowerToFly Hires
• PowerToFly VIP
• Previous Event
• Procore Technologies Inc
• Product Updates
• PromptWorks
• Quicken Loans
• Raytheon Technologies
• Realtor.com
• RebelMouse Test
• Reddit, Inc.
• Reference Point
• Remote Hiring
• Rest Of World
• Riot Games Inc
• Rockstar Games
• S&P Global Inc
• Sapient Consulting
• Schneider Electric
• ScienceLogic
• Sentropy Technologies
• Shopify Inc.
• Slack Technologies, LLC, a Salesforce company
• Smartsheet Inc.
• SoftwareOne
• Solo Brands
• SoundCloud Inc.
• Spoiler Alert
• Stack Overflow
• State Listings Inc.
• Stem Disintermedia
• Sun Life US
• Surescripts LLC
• T Rowe Price
• Talent Sourcing Trends
• Tandem Diabetes
• Teachers Pay Teachers
• Testimonials
• Thales Usa Inc.
• The Recycling Partnership
• The Walt Disney Company
• Thornburg Investment Management
• Thrive Global
• Trail of Bits
• Trending Topics
• TrussWorks, Inc
• UiPath, Inc.
• United Technologies
• UnitedHealth Group
• Unstoppable Domains
• Upcoming Event
• uShip, Inc.
• Verizon Communications
• Viacom Inc.
• VICE Media Group
• Virtu Financial
• Vouch Insurance
• Waters Corporation
• Wayfair Inc.
• Wells Fargo Company
• Wolters Kluwer
• Women at Work
• Work & Co
• Work-Life Integration
• WW (Formerly Weight Watchers)
• YouCanBook.me
• Zendesk, Inc.
• Zeta Global

Examples of Conflict in the Workplace - Scenarios & Solutions

Table of Contents

• Scenario 1 — You get off on the wrong foot with a new coworker
• Scenario 2 — Someone sends you urgent requests after hours
• Scenario 3 — Things got awkward between you and your work friend after you got a promotion
• Scenario 4 — Your supervisor is playing favorites, giving preferential treatment and more opportunities to certain team members.

Conflict in the workplace is inevitable.

So how can we set ourselves up to deal with conflict as constructively and professionally as possible?

After all, conflict is a necessary - and healthy - element of all human relationships. The key is to make sure that bottled up emotions and/or uncontrolled outbursts don't lead to toxicity in the workplace.

That's why we hosted an interactive chat with Sharon Ray, a conflict resolution expert with 25+ years of experience in HR.

Watch the Chat

"Anytime you deal with people, you're going to have some sort of disagreement or conflict. Conflict in the workplace is an exercise in persuasion. Being able to problem solve and find the best solution for both sides."

Sharon fielded questions from the PowerToFly community about how to deal with a number of examples of conflict in the workplace.

You get off on the wrong foot with a new coworker.

They ask you for help responding to a customer inquiry, but you refuse to lend a hand because you are working on a tight deadline and don't want to waste time. There has been tension between you two ever since, and now you need their help on a project, but they're not being very responsive.

How do you recover?

Proposed Solution

Go own it! Find an appropriate time to walk up to them and say,"I understand that we got off on the wrong foot. My apologies for that. What I'm trying to resolve is X. Can we have a conversation about that?"

Regardless of who the conflict is with - an employee, your boss, etc., they'll think more highly of you if you demonstrate self-awareness. The conversation may be awkward, but that's better than a tense relationship that could last years all because you got off on the wrong foot.

Key Focus : It's all about how you approach the situation.

Try to maintain respect in the conversation and understand that it does not mean that you're going to love each other at the end of it. At the end of the day you are trying to resolve something so that you can move forward and execute on whatever project or plan you need to deliver.

You're frustrated because your colleague in France keeps messaging you at 5am (your time). They send you seemingly urgent requests when you're sleeping or just waking up, and you're sick of being bombarded with 11 requests before you've even sat down at your desk. You get the vibe they don't like you very much and you don't know how to approach them.

Avoiding confrontation is making your situation worse, not better! Schedule a time to chat with them via phone or video call.

Bring the spirit of collaboration to the table!

Uncover the root of the problem by asking questions - "Is there any particular reason you send me requests before I'm up? Am I responding to you too late?"

Once you understand why they're doing it, you can help them articulate their needs. Maybe they send you 11 messages at 6am because that's right before their lunchtime, and they don't want to forget their questions when they go on break.

Now figure out a solution that works for both of you. Can they send themselves a reminder on Slack to ping you with their questions when you're at your desk? Can you just ignore their messages until you clock in now that you understand they're not time sensitive? Should you schedule a morning check in to go over these requests in real time rather than via message?

Key Focus: Have a candid conversation to ease any tensions long distance can bring.

You got a promotion that your friend at work was also gunning for. Now things are awkward between you two. You definitely want to keep the friendship going, but they aren't even speaking to you outside of team meetings.

Sharon suggests going up to the person and owning it. Tell them that you know it's an uncomfortable situation and that you'd like to continue the relationship. These situations are tough, but radical candor is important - learn more about how to practice it in the workplace here .

Key Focus: Be proactive. Break the ice. Figure out how to work together.

Important Note: Never apologize for your promotion/moving your career forward. Prepare to be content with the other person's decision if they are no longer interested in continuing the friendship.

Tensions are rising in the office as it becomes increasingly clear that your manager is playing favorites. Certain team members consistently receive the most exciting projects, professional development opportunities, and public recognition. While others, including you, are overlooked despite boasting equal or superior performance. This favoritism has led to low morale and a sense of unfairness among the team, which hinders overall productivity and collaboration.

To address this issue, it's important to map specific times when you've noticed this happening to yourself. That way, you can come prepared with examples for the meeting, Having a well-thought-out plan before approaching your manager is key. Begin by requesting a private meeting to discuss your concerns.

In this meeting, be calm and professional. Provide specific examples of instances where favoritism has been observed, focusing on the impact on team morale and performance rather than personal grievances. Emphasize the importance of fairness and equal opportunity in fostering a productive and motivated team.

Depending on the conversation, you might suggest implementing a more transparent and inclusive system for assigning projects and opportunities, with clear, objective criteria for distributing assignments and recognition. In addition, you can suggest regular team meetings where progress, accomplishments, and future opportunities are discussed openly so that everyone is informed and feels included. Encourage your manager to solicit feedback from all team members to ensure everyone's skills and contributions are recognized, and the company distributes development opportunities equally. By fostering a more equitable environment, your team can improve morale, enhance collaboration, and increase productivity.

Don't see your specific scenario listed above? Feel free to check out the full video for more examples of conflict in the workplace scenarios - and solutions!

Here are some highlighted questions from the chat and learn :

• What steps should I be taking to resolve conflicts at work? (4:21)
• What if the company you work for does not have an HR department, Should we expect the owner of the company to be the mediator? If so, are there tools he/she could reference when dealing with this type of situation? (4:29)
• How do I know when to escalate an issue with a coworker? (10:35)
• What are some suggestions to implement when management refuses to address issues of conflict? (10:42)
• I feel like my team is always combating my ideas. How do I address this? (17:47)
• How does one approach a manager who is part of the conflict without being scared to bring up the issue? (17:55)
• As a manager, how can I help my team address conflict better? (29:20)
• Could you please talk about conflict resolution and remote/international teams who may have geographical and cultural differences? (43:08)
• How do you best approach a coworker (same tenure) who's not doing their share of the work, while being respectful/not coming across as a manager/supervisor? (44:48)
• How do you think conflict can be an avenue for innovation? (47:34)

We'll leave you with some parting words from Sharon: "Whatever the scenario, keep in mind that we are human, and will face conflict. How we resolve that conflict is key."

16 thought-provoking questions about diversity and inclusion

19 impactful diversity & inclusion activities in the workplace, 28 microaggression examples at work & in everyday life.

What Is Conflict Resolution?

Why are conflict resolution skills important, conflict resolution skills examples, conflict resolution skills at work: case studies, how to build conflict resolution skills, conflict resolution skills: the bottom line, how to build conflict resolution skills: case studies and examples.

• Share on Twitter Share on Twitter
• Share on Facebook Share on Facebook
• Share on LinkedIn Share on LinkedIn

Forage puts students first. Our blog articles are written independently by our editorial team. They have not been paid for or sponsored by our partners. See our full  editorial guidelines .

No one likes conflict. When you disagree with a coworker, it can be awkward at best and lead to job dissatisfaction and even a threat to your position at worst. Conflict resolution skills are crucial to positive work relationships, success, and growth at work. 

But what exactly are conflict resolution skills? How can you cultivate them, even without work experience? We’ll discuss everything you need to know about conflict resolution, why it’s essential, and how to build these critical soft skills — without stepping foot into an office.

Conflict resolution is the ability to end a dispute respectfully in a way that benefits all parties. More simply, it’s the ability to end a disagreement, argument, or even a fight politely and successfully.

In our everyday lives, this can range from something as simple as disagreeing with your friend on what to cook for dinner to something larger like addressing your friend’s feelings when they’re feeling left out of your friend group. In the workplace, conflict ranges from small to big, too; you might disagree with a coworker about how to phrase an email your company is sending, or you might have a more significant conflict about how they acted while working with you on a project. 

Regardless of the situation, conflict resolution skills can help you work through challenges with others to get your work done more efficiently and stress-free. Conflict resolution skills can lead to: 

• Better working relationships: Working with someone you find difficult is no fun. Conflict resolution skills can help you iron out issues so you can work together harmoniously.
• Getting work done more efficiently: When you can resolve conflict with others, work, especially collaborative projects, becomes much more manageable. You don’t need a coworker to be yet another blocker to hitting your team’s goals; instead, work becomes easier when you can collaborate and work together, not against each other.
• Happier work environment: It’s unpleasant to show up to work (in-person or virtually) when you have a conflict with someone. Addressing issues head-on can clear the air and make your work experience more enjoyable.
• Career growth: Conflict resolution skills are valuable soft skills. Being an effective mediator can help you become a more successful and personable employee, someone everyone wants to work with and have on their team.

Client Service

Practice de-escalating conflict as a customer service specialist. Record a call between you and your client and suggest a suitable path forward.

Avg. Time: 3-4 hours

Skills you’ll build: Triage, problem-solving, de-escalation, customer retention, composure

Conflict resolution requires various skills to effectively listen to others, empathize with them, and work together toward a solution. 

Active Listening

Active listening is when you’re not only listening to someone but actively engaging with and processing what they’re saying. It might look like engaged body language (like nodding and eye contact) or asking follow-up questions to clarify or further explore what the other person was saying.

Active listening is vital to conflict resolution. It allows you to truly understand and process what the other person in the conflict is going through. Listening to their perspective and taking it seriously can help you know where they’re coming from and find a solution that considers their feelings, perspectives, and goals. 

Negotiation

Resolving a conflict often means you’ll need to use negotiation skills to get the outcome you’re looking for. The goal is to find a solution that works for both or all parties, which means asking for what you want while trying to find a middle ground. 

Many of us may shy away from conflict because it requires asserting ourselves in sometimes awkward or difficult situations. This is where leadership skills come in. The decision to resolve a conflict requires one person to step up to address the problem — taking ownership, considering multiple perspectives, and developing an action plan. 

Decision-Making

Conflict resolution ends with a decision that benefits all parties. Good decision-making skills can help you assess the facts of the situation and come to a rational conclusion. These skills also come in handy when a conflict seems to drag on forever; people who are good decision-makers are biased toward action and focus on finding a solution rather than continuing to fight.

Communication

Unfortunately, even if you’re in a dispute with a person you really can’t stand, you’ll need to communicate with them to resolve a conflict. Using communication skills to speak or write confidently, clearly, and with empathy can help you find an agreeable solution more efficiently. 

>>MORE: What Are Verbal Communication Skills?

Strategy Consulting

Build your email communication skills as you draft an email containing difficult messages about a sensitive subject.

Avg. Time: 7-8 hours

Skills you’ll build: Attention to detail, error spotting, email communication, client communication

Collaboration

When you’re in a conflict, it can feel like you’re going head-to-head with someone else; however, you must work together to resolve that conflict. Collaboration skills ensure you consider the other person’s perspective, communicate the right information, and work together to determine the best solution.

Now you know what conflict resolution skills are, but how are they actually applied at work?

Connecting on the Outcome

Peter Premenko, founder and president of Phronesis Group, a boutique consultancy focusing on leadership, management, and team culture development, shared a time he wanted to change a company process—but not everyone was on board.

“My team needed to change the way we executed new employee onboarding,” Premenko says. “Our director of recruiting was dead set against the change because our existing program was world-class, and his team relied on it as part of the pitch to come work for our company. My approach with him was to take things up a level to something we did agree on: having the best people doing their best work for our company. This way we were solving a problem we both cared about together, instead of trying to defend my priority and defeat his. It took a little longer than I might have liked, but he eventually saw why the change I wanted to make was important and agreed to it.”

Connecting on why Premenko wanted to make the change allowed the director of recruiting to understand his motivation and realize they shared the same goal. 

Leading With Kindness

Stefan Chekanov, co-founder and CEO of Brosix, a secure instant messenger, shared a stressful moment when his team had been working hard to release new software features, include an AI integration, and redesign the company website. 

“This churn caused a bit of extra tension to start brewing internally, and unproductive, heated discussions rarely lead to anything more than mutual frustration,” Chekanov says.

To resolve the conflict, Chekanov decided to lead with kindness. 

“Whenever I noticed a team member (including myself) becoming increasingly agitated, I set up a private meeting for a genuine heart-to-heart,” he said. “At the end of the day, leading with empathy is how I gently nudge communication in a more constructive, positive direction. You don’t need work experience to be a decent human being, to put it simply.”

Providing Context

I had a conflict with a manager about an article I was working on about the “girlboss.” The main point of my article was that “girlboss” isn’t something to strive to be, but my manager disagreed and asked me to rewrite the piece. She took offense, thinking I wasn’t advocating for women’s advancement in the workplace; I took offense because she thought those were my views!

To resolve the conflict, I realized a vital piece of context was missing. As a Gen Zer, “girlboss” is a term my friends and I use sarcastically and jokingly; however, when the term first came into the cultural context, it was considered empowering. 

>>MORE: Bye-Bye, ‘Bandwidth’ — 50 Examples of Gen Z Jargon at Work

I did more research to show my manager how the conversation around the term had changed and brought concrete examples of how people were using the term now. After providing that context, we were able to edit the piece to add that research and nuance. It led to one of my favorite pieces I’ve ever written — one that was much better than the first draft I’d handed in.

Listening to Everyone’s Ideas

Kimberly Best’s work directly involves conflict resolution; she’s a civil mediator, trained family mediator, certified arbitrator, and owner of Best Conflict Solutions. She worked closely with a health care system with 17 medical offices struggling with employees leaving — the system had an attrition rate of 33%.

With such a company-wide issue, Best sought to understand what leaders and employees had to say. 

“First, I spoke with managers to hear what they experienced and what they proposed as resolutions,” she said. “I then formulated a statistically valid and reliable survey. I included a Likert scale and open-ended questions to get a full picture of management and team experience. Then I met with individuals and heard their stories and ideas. I asked teams to propose their needs and provide solutions.”

After listening to various people, Best used the data to meet with management and brainstorm what they could do differently. 

“Ironically, one primary need was for conflict management training and an effective conflict management system,” she said. “I provided conflict management training to teams and managers.”

After Best both provided training and helped create a system for conflict management processes, attrition at the health care system was 18% the following year.

Soft skills can feel more challenging to build because they’re less tangible than hard skills . For example, it may seem easier to approach learning programming skills , where you can take a coding bootcamp , than to learn how to collaborate better. But that doesn’t mean you can’t learn soft skills — or that you need to be in the workplace to learn them! Here’s what conflict resolution experts recommend if you’re looking to build these soft skills before landing your first role.

Role-Playing

“Participate in role-playing exercises or simulations that mimic workplace conflicts,” says Beth Fries, an organizational leadership professional and doctoral candidate researching readiness skills in diverse corporate sectors. “This can be done in a classroom setting, with friends or mentors, or through online platforms.”

Forage job simulations can help you practice conflict resolution skills without needing a friend or even leaving your home. 

Getting Ready to Join the Workforce

Practice using mediation skills to resolve an internal conflict on your team.

Avg. Time: 4-5 hours

Skills you’ll build: Emotional intelligence, prioritization, time management, self-reflection

Get Feedback

Fortunately (and unfortunately), conflict is often a part of our everyday lives, even if we might not realize it. The next time you argue with a friend or disagree with a family member, take a step back and reflect on how you approached the situation.

“Ask friends, family, or mentors for feedback on handling conflicts in everyday situations,” Fries says. “Use their input to improve your approach.”

Practice the Process

Kristyn Carmichael, professional mediator, family attorney, and certified divorce financial analyst, shares a three-step process for resolving conflict: listen, respond, resolve.

First, use active listening skills as the other person shares their perspective. Carmichael notes it’s essential to identify the “underlying issues rather than positions.”

A position is someone’s feelings about a situation, like “I don’t like working in a group with you.” 

“An interest is the underlying why: the person fears you will overshadow their work or get credit; they’re nervous you won’t put in work due to past experience; they don’t like you because you stole their lunch once (even on accident),” Carmichael says. “We all have underlying interests for what we want. It is important to be an active listener and ask questions, not become defensive or shut the other person down by shifting the conversation to yourself.”

Next, it’s time to respond by addressing the issues the person raised and acknowledging their feelings, even if you disagree with them. 

Using the same scenario of someone not wanting to work in a group with you, Carmichael offers an example response:

“Thank you for sharing with me that you don’t want to be on this project with me because you have heard negative things about my work ethic from others who have worked with me and you don’t think we will get along. I appreciate you sharing your thoughts and understand why you may be nervous to work with me.” 

Ultimately, your goal is to find a resolution that benefits everyone. Carmichael recommends brainstorming solutions that work for both parties. Once you’ve decided on one, ensure you have a plan to implement and follow through on the resolution.

Conflict can be scary, and you might try to avoid it. Yet good conflict resolution skills can not only improve your working relationships, but can also lead to career growth and a happier work environment.

“Conflict is not bad; it’s a sign of a problem to solve,” Best says. “The most important thing in conflict resolution is building trust. This is done by listening well, empathy through genuine caring, and providing an environment that is safe to be honest. Safety is achieved through the above and through confidentiality and an environment without blame or judgment. When people feel heard, understood, and validated — the world makes sense through their eyes, and you demonstrate that you can see that — then creativity and problem-solving begin.”

Image credit: Canva

Related Posts

6 negotiation skills to level up your work life, what is github uses and getting started, what is git definition and how to use it, upskill with forage.

Gain job skills you can talk about in interviews.

• Browse Topics
• Executive Committee
• Affiliated Faculty
• Harvard Negotiation Project
• Great Negotiator
• American Secretaries of State Project
• Awards, Grants, and Fellowships
• Negotiation Programs
• Mediation Programs
• One-Day Programs
• In-House Training – Inquiry Form
• In-Person Programs
• Online Programs
• Advanced Materials Search
• Contact Information
• The Teaching Negotiation Resource Center Policies
• Frequently Asked Questions
• Negotiation Journal
• Harvard Negotiation Law Review
• Working Conference on AI, Technology, and Negotiation
• 40th Anniversary Symposium
• Free Reports and Program Guides

Free Videos

• Upcoming Events
• Past Events
• Event Series
• Our Mission
• Keyword Index

PON – Program on Negotiation at Harvard Law School - https://www.pon.harvard.edu

Team-Building Strategies: Building a Winning Team for Your Organization

Discover how to build a winning team and boost your business negotiation results in this free special report, Team Building Strategies for Your Organization, from Harvard Law School.

A Case Study of Conflict Management and Negotiation

There is a lot to be learned from this case study of conflict management and negotiation..

By PON Staff — on June 10th, 2024 / Conflict Resolution

Group negotiations are a fact of managerial life, yet the outcomes of teamwork are highly unpredictable. Sometimes, groups cohere, reaching novel solutions to nagging problems, and sometimes infighting causes them to collapse. This is where you may find a case study of conflict management helpful.

How can you predict when the conflict will emerge in groups, and what can you do to stop it?

The following is drawn from a case study of conflict management and negotiation involving multi-party negotiation scenarios. Dora Lau of the Chinese University of Hong Kong and Keith Murnighan of the Kellogg Graduate School of Management at Northwestern University have examined group conflict in terms of fault lines the cracks that result when groups split into homogenous subgroups according to demographic characteristics.

For instance, in a four-person group made up of two white males in their forties and two African American females in their twenties, a very strong fault line would exist, one clearly defined by age, gender, and race. In a group consisting of one white male, one Asian male, one Hispanic female, and one African American female, all in their thirties, fault lines would be less evident.

Claim your FREE copy: The New Conflict Management

In our FREE special report from the Program on Negotiation at Harvard Law School - The New Conflict Management: Effective Conflict Resolution Strategies to Avoid Litigation – renowned negotiation experts uncover unconventional approaches to conflict management that can turn adversaries into partners.

A Case Study of Conflict Management – Divisions in Group Negotiation

Recently Katerina Bezrukova of Rutgers University and her colleagues compared the effects of fault lines based on social categories (e.g., age, race, or gender) with those based on information (e.g., education or work experience). Their negotiation research found that groups with strong information-based fault lines perform better than groups with strong demographic-based fault lines.

While the latter create dysfunctional conflict within the group, information-based fault lines provide the diversity of information needed for effective performance – in other words, they provide functional conflict .

These studies provide useful hints on how diversity can be effectively managed. Specifically, when forming teams, avoid obvious demographic fault lines that would allow group members to split into categories. When broader diversity exists, fault lines can simply disappear.

Related Conflict Resolution Article:  Conflict Management and Negotiation: Personality and Individual Differences That Matter – How much do personality differences matter in negotiations? Negotiation research has found that negotiators perform similarly from one negotiation to another negotiation and that performance was only slightly impacted by other variables at the bargaining table like personality traits. Unchanging traits, like gender, ethnicity, and level of physical attractiveness, were not tied to negotiation performance. Some traits did affect negotiating performance, however, and in this study, those factors identified by the latest negotiation research are outlined and discussed. How can your beliefs about negotiation impact your ability to negotiate? Read more for negotiation skills and negotiation techniques a negotiator can do to mitigate the impact of these variables on her negotiating performance.

What is your favorite case study of conflict management? Let us know in the comments.

Originally published in 2012.

• What is an Arbitration Agreement?
• Top Ten Posts About Conflict Resolution
• Conflict-Management Styles: Pitfalls and Best Practices
• Learning from Feedback without Losing Your Mind
• Negotiating the Good Friday Agreement

No Responses to “A Case Study of Conflict Management and Negotiation”

One response to “a case study of conflict management and negotiation”.

I would love to consider the details of the research that suggests that “demographic fault lines” produce dysfunction in groups. The conclusion has a very subtle bias that could benefit from further investigation. Is it at all possible that the information and proposals are considered differently by people operating in different social contexts and that by “avoiding obvious demographic fault line” the management practice is to simply allow the internal power dynamics – which often have differential impacts along certain demographic fault lines – to play out unimpeded?

Click here to cancel reply.

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

Negotiation and Leadership

• Learn More about Negotiation and Leadership

NEGOTIATION MASTER CLASS

• Learn More about Harvard Negotiation Master Class

Negotiation Essentials Online

• Learn More about Negotiation Essentials Online

Beyond the Back Table: Working with People and Organizations to Get to Yes

• Learn More about Beyond the Back Table

Select Your Free Special Report

• Negotiation Essentials Online (NEO) December 2024 and June 2025 Program Guide
• Negotiation Essentials In-House Program Guide
• Negotiation Master Class November 2024 Program Guide
• Beyond the Back Table September 2024 and February 2025 Program Guide
• Negotiation and Leadership Fall 2024 Program Guide
• Make the Most of Online Negotiations
• Managing Multiparty Negotiations
• Getting the Deal Done
• Salary Negotiation: How to Negotiate Salary: Learn the Best Techniques to Help You Manage the Most Difficult Salary Negotiations and What You Need to Know When Asking for a Raise
• Overcoming Cultural Barriers in Negotiation: Cross Cultural Communication Techniques and Negotiation Skills From International Business and Diplomacy

Teaching Negotiation Resource Center

• Teaching Materials and Publications

Stay Connected to PON

Preparing for negotiation.

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.

Articles & Insights

• Michael Scott, Negotiation Genius? Lessons from TV Negotiations
• BATNA Strategy: Should You Reveal Your BATNA?
• Take your BATNA to the Next Level
• Taylor Swift: Negotiation Mastermind?
• Managing Difficult Negotiators
• Negotiation Examples in Real Life: Buying a Home
• Employment Contract Negotiation: Morals Clauses
• Salary Negotiations in the NBA and Beyond
• Win-Win Bargaining: Private Negotiation, Public Auction, or Both?
• Negotiation in Business: Starbucks and Kraft’s Coffee Conflict
• Crisis Communication Examples: What’s So Funny?
• AI Negotiation in the News
• Crisis Negotiation Skills: The Hostage Negotiator’s Drill
• Police Negotiation Techniques from the NYPD Crisis Negotiations Team
• Famous Negotiations Cases – NBA and the Power of Deadlines at the Bargaining Table
• How to Deal with Difficult Customers
• M&A Negotiation Strategy: Dealing with an Unpredictable Counterpart
• How to Manage Difficult Staff
• How to Handle Difficult Customers
• Negotiating with Difficult Personalities and “Dark” Personality Traits
• Negotiation Techniques: The First Offer Dilemma in Negotiations
• Dealmaking and the Anchoring Effect in Negotiations
• Negotiating Skills: Learn How to Build Trust at the Negotiation Table
• What is Distributive Negotiation and Five Proven Strategies
• Dear Negotiation Coach: How Should I Handle an Early Offer Negotiation?
• Negotiation Case Studies: Google’s Approach to Dispute Resolution
• Top 10 Dispute Resolution Skills
• To Break Impasse, Move Beyond Concerns about Fairness in Negotiation
• Emotional Triggers: How Emotions Affect Your Negotiating Ability
• 3 Negotiation Strategies for Conflict Resolution
• Top 10 International Business Negotiation Case Studies
• Hard Bargaining in Negotiation
• Cross Cultural Negotiations in International Business: Four Negotiation Tips for Bargaining in China
• The Pros and Cons of Back-Channel Negotiations
• Cross-Cultural Communication in Business Negotiations
• Counteracting Negotiation Biases Like Race and Gender in the Workplace
• How an Authoritarian Leadership Style Blocks Effective Negotiation
• Challenges Facing Women Negotiators
• Creative Deal Structuring: Negotiating Conditions
• Moral Leadership: Do Women Negotiate More Ethically than Men?
• What Makes a Good Mediator?
• AI Mediation: Using AI to Help Mediate Disputes
• Mediation Training: What Can You Expect?
• Types of Mediation: Choose the Type Best Suited to Your Conflict
• What is Med-Arb?
• Negotiating with Liars: Bluffing versus Puffing
• Expanding the Pie: Integrative versus Distributive Bargaining Negotiation Strategies
• Negotiation Techniques To Get New Business Partnerships Off on the Right Foot
• Is Humor in Business Negotiation Ever Appropriate?
• Positional Bargaining Pitfalls
• 3-D Negotiation Strategy
• Use a Negotiation Preparation Worksheet for Continuous Improvement
• The Importance of a Relationship in Negotiation
• Collaborative Negotiation Examples: Tenants and Landlords
• Ethics and Negotiation: 5 Principles of Negotiation to Boost Your Bargaining Skills in Business Situations
• Renegotiate Salary to Your Advantage
• Are Salary Negotiation Skills Different for Men and Women?
• How to Ask for a Salary Increase
• How to Negotiate Salary: 3 Winning Strategies
• How to Negotiate a Higher Salary
• The Best New Simulations
• Asynchronous Learning: Negotiation Exercises to Keep Students Engaged Outside the Classroom
• Teaching the Fundamentals: The Best Introductory Negotiation Role Play Simulations
• Teach Your Students to Negotiate a Management Crisis
• Planning for Cyber Defense of Critical Urban Infrastructure
• Streaming Toward Win-Win Negotiation: Spotify Upgrades Its Negotiating Strategy
• How to Use Tradeoffs to Create Value in Your Negotiations
• For NFL Players, a Win-Win Negotiation Contract Only in Retrospect?
• 5 Win-Win Negotiation Strategies
• What is a Win-Win Negotiation?

PON Publications

• Negotiation Data Repository (NDR)
• New Frontiers, New Roleplays: Next Generation Teaching and Training
• Negotiating Transboundary Water Agreements
• Learning from Practice to Teach for Practice—Reflections From a Novel Training Series for International Climate Negotiators
• Insights From PON’s Great Negotiators and the American Secretaries of State Program
• Gender and Privilege in Negotiation

Remember Me This setting should only be used on your home or work computer.

Lost your password? Create a new password of your choice.

Copyright © 2024 Negotiation Daily. All rights reserved.

Summary. In this fictional case , the CEO of a sports apparel manufacturer is faced with an ongoing conflict between two of his top executives. Specifically, the head of sales and the CFO are at...

Explore the following template that showcases a case study on workplace conflict management. Use this pre-designed template to outline the context of the conflict within your organization. This concise yet comprehensible template enables your workforce to effectively grasp the conflict ' s background.

Some common roommate conflicts involve neatness, noise, having guests, sharing possessions, value conflicts , money conflicts , and personality conflicts (Ball State University, 2001). Read the following scenarios and answer the following questions for each one:

Effective negotiating skills and negotiation tactics for use in conflict resolution. Keep reading to learn more about conflict resolution.

Armed with this awareness that best practices and solutions must account for individual differences and workplace culture, here are 7 workplace conflict examples–and suggestions to navigate each one. Examples of workplace conflict : Scenarios and solutions 1 . Inflexible thinking

Keep reading for three scenarios you might encounter in the workplace and ways to constructively address them. These examples of conflicts and possible solutions are inspired by a talk by conflict resolution and HR expert, Sharon Ray.

Here is a case study of conflict management emphasizing the importance of hearing all sides in a dispute. Keep reading to learn more.

Conflict resolution skills are crucial to positive work relationships, success, and growth at work . But what exactly are conflict resolution skills? How can you cultivate them, even without work experience?

What do you do if your team members are constantly arguing and unable to resolve conflicts in the workplace ?

A Case Study of Conflict Management – Divisions in Group Negotiation. Recently Katerina Bezrukova of Rutgers University and her colleagues compared the effects of fault lines based on social categories (e.g., age, race, or gender) with those based on information (e.g., education or work experience).

Notificaties

• Vuelta a Espana 2024
• IDL-producties
• Wielerkalender 2024 - mannen
• Wielerkalender 2024 - vrouwen

Voorbeschouwing Renewi Tour 2024 | Van der Poel pakt de draad weer op, zeer sterk startveld

De grootste meerdaagse koers van de Lage Landen gaat weer van start. De Renewi Tour doet dit jaar weer vooral België aan, waar we vijf mooie koersdagen mogen verwachten met een dito deelnemersveld. In de Leiderstrui neemt je mee!

De Renewi Tour - vroeger ook wel de Eneco Tour of BinckBanck Tour - geldt al weer heel wat jaartjes als een vaste waarde op de WorldTour-kalender. Dat is ook terug te zien aan de erelijst, waar in ieder geval drie van de grootste Nederlanders van het laatste decennium opstaan: Niki Terpstra (2016), Tom Dumoulin (2017) en Mathieu van der Poel in 2020.

Verder wist Tim Wellens de wedstrijd al driemaal op zijn naam te schrijven, waaronder vorig jaar. Ook Laurens De Plus won de koers, evenals Bahrain Victorious-coureurs Sonny Colbrelli en Matej Mohoric .

Laatste winnaars Renewi Tour 2024

2023 Tim Wellens 2022 Niet verreden 2021 Sonny Colbrelli 2020 Mathieu van der Poel 2019 Laurens De Plus 2018 Matej Mohoric 2017 Tom Dumoulin 2016 Niki Terpstra 2015 Tim Wellens 2014 Tim Wellens

Renewi Tour 2024: Parcours, favorieten dagzeges en tijden

Etappe 1, woensdag 28 augustus: riemst - bilzen (163,6 km).

De Renewi Tour begint met een rit op en nabij de Belgisch-Nederlandse grens, rondom Riemst en Bilzen. Daar liep de slotrit van vorig jaar nog uit op een soort farce, waarbij er op een gegeven moment ook gestaakt werd door de coureurs. Hopelijk is dat ditmaal niet nodig!

Beklimmingen 6,0 km: Cote de Hallembaye (1,0 km a 4,9%) 17,5 km: Cote sur le Coteaux (1,6 km a 4,2%) 57,0 km: Slingerberg (1 km a 4,9%) 65,5 km: Cote de Hallembaye (1,0 km a 4,9%) 77,0 km: Cote sur le Coteaux (1,6 km a 4,2%) 117,0 km: Slingerberg (1 km a 4,9%) 125,5 km: Cote de Hallembaye (1,0 km a 4,9%) 137,0 km: Cote sur le Coteaux (1,6 km a 4,2%)

Favorieten etappe 1 Renewi Tour 2024 | Van der Poel de lead-out of Van der Poel eropuit?

Tijden Start: 11.35 uur Finish: 15.30 uur

Etappe 2, donderdag 29 augustus: Tessenderlo - Tessederlo (15,4 km, individuele tijdrit)

Op dag twee kunnen er al wat verschillen verwacht worden in het algemeen klassement, daar er een individuele tijdrit in Tessenderlo op de rol staat. Daar wordt een parcours van vijftien kilometer voorgeschoteld, over vlakke wegen.

Beklimmingen Geen.

Favorieten Filippo Ganna (INEOS Grenadiers) Magnus Sheffield (INEOS Grenadiers) Stefan Bissegger (EF Education-EasyPost)

Tijden Start: 12.24 uur Finish: 15.32 uur

Etappe 3, vrijdag 30 augustus: Blankenberge - Ardooie (185,5 km)

Op dag drie beginnen we aan de Belgische kust, in badplaats Blankenberge. Finishen doen we uiteindelijk in Ardooie, dat al sinds jaar en dag onderdeel is van de Renewi Tour. Doorgaans krijgen we daar een koninklijke sprint, waar het deelnemersveld ook op afgesteld is.

Favorieten Tim Merlier (Soudal Quick-Step) Jasper Philipsen (Alpecin-Deceuninck) Jonathan Milan (Lidl-Trek)

ARTICLE_IN_1

Tijden Start: 11.20 uur Finish: 15.21 uur

Etappe 4, zaterdag 31 augustus: Oostburg - Aalter (178,5 km)

Rit vier is er één van Oostburg naar Aalter, eveneens een naam die we kennen in de wielerwereld. Daar krijgen de spurters na 178 kilometer nog eens een mooie kans op een ritzege.

Favorieten Biniam Girmay (Intermarché-Wanty) Sam Bennett (Decathlon AG2R) Tim Merlier (Soudal Quick-Step)

Tijden Start: 11.30 uur Finish: 15.20 uur

Etappe 5, zondag 15 september: Menen - Geraardsbergen (202,5 km)

De Renewi Tour wordt beslist in Geraardsbergen, na een prachtige etappe door de Vlaamse Ardennen. Onderweg doen de renners meermaals de Bosberg, Muur en nog wat andere bekende hellingen aan, dus dat belooft wat!

Beklimmingen 63,8 km: Kluisberg (1,8 km a 6,4%) 69,9 km: Cote de Trieu (1,2 km a 7,4%) 80,7 km: Hoogbergstraat (4,4 km a 3,1%) 87,9 km: Oude Kruisberg (1,4 km a 5,5%) 96,8 km: Oude Kruisberg (1,4 km a 5,5%) 107,2 km: Les Plachettes (1,1 km a 6,4%) 120,4 km: Denderoordstraat (0,7 km a 7,5%) - lokale ronde wordt vier keer verreden 125,9 km: Muur (1,2 km a 7,8%) - lokale ronde wordt vier keer verreden 131,2 km: Bosberg (1,4 km a 5,0%) - lokale ronde wordt drie keer verreden 140,2 km: Onkerzeleberg (2,9 km a 3,2%) - lokale ronde wordt drie keer verreden

Favorieten Mathieu van der Poel (Alpecin-Deceuninck) Tim Wellens (UAE-Team Emirates) Matej Mohoric (Bahrain Victorious)

Tijden Start: 10.15 uur Finish: 14.47 uur

Favorieten Renewi Tour 2024

Wat moet je kunnen om de Renewi Tour te winnen? Tijdrijden, de Vlaamse hellingen overleven en het liefst ook nog een spurtje in huis hebben om voordeel te halen uit de Gouden Kilometer. Allemaal zaken waar Mathieu van der Poel van Alpecin-Deceuninck doorgaans wel raad mee weet. De Nederlander hervat in competitieverband en doet dit met een koers die hij in 2020 al op prachtige wijze naar zijn hand wist te zetten. Soren Kragh Andersen zal vermoedelijk de schaduwkopman van dienst zijn.

Tim Wellens geldt eveneens als één van de voornaamste kandidaten. De Belg won de wedstrijd al drie jaar, was recent nog de beste in de tijdrit van de Ronde van Polen en beschikt met onder meer Nils Politt en Mikkel Bjerg over een ijzersterke ploeg. Andere ex-winnaar aan het vertrek is Matej Mohoric , die vorige week nog zesde werd in Polen namens Bahrain Victorious.

Net zoals in de klassiekers kiezen veel ploegen voor meerdere speerpunten. Zo heeft Visma | Lease a Bike Tiesj Benoot en Christophe Laporte tot de beschikking, stelt INEOS Grenadiers onder meer Filippo Ganna en Magnus Sheffield op en doet Lidl-Trek het met Jasper Stuyven , Quinn Simmons en Jonathan Milan .

Intermarché-Wanty rekent op Mike Teunissen en Biniam Girmay, terwijl Lotto-Dstny man-in-vorm Arnaud De Lie en Florian Vermeersch tot de beschikking heeft. Ook de Franse ploegen brengen aardig wat mooi volk aan het vertrek: Arkéa - B&B Hotels (Kévin Vauquelin en Matis Louvel), Cofidis (Axel Zingle), Decathlon AG2R (Oliver Naesen, Pierre Gautherat en Aurélien Paret-Peintre) en Groupama-FDJ ( Valentin Madouas en Laurence Pithie) kunnen allen mee koers maken.

Overige renners die dit werk goed aan moeten kunnen zijn Maximilian Schachmann (Red Bull-BORA-hansgrohe), Matteo Trentin (Tudor), Frank van den Broek (dsm-firmenich PostNL), Marijn van den Berg (EF Education-EasyPost) en Yves Lampaert van Soudal Quick-Step.

Wie zijn volgens In de Leiderstrui de favorieten voor Renewi Tour 2024?

Topfavoriet : Mathieu van der Poel (Alpecin-Deceuninck) en Tim Wellens (UAE-Team Emirates) Outsiders : Filippo Ganna (INEOS Grenadiers), Arnaud De Lie (Lotto-Dstny), Christophe Laporte (Visma | Lease a Bike) en Maximilian Schachmann (Red Bull-BORA-hansgrohe) Long shots: Nils Politt (UAE-Team Emirates), Matej Mohoric (Bahrain Victorious), Magnus Sheffield (INEOS Grenadiers), Valentin Madouas (Groupama-FDJ), Alberto Bettiol (Astana Qazaqstan Team), Matteo Trentin (Tudor), Tiesj Benoot (Visma | Lease a Bike) Jasper Stuyven en Jonathan Milan (Lidl-Trek)

Data powered by FirstCycling.com

TV Renewi Tour 2024

De Renewi Tour zal deze week te volgen zijn via Sporza (op VRT1) en de online platformen van Eurosport: Discovery+ en HBO Max . Dit zal dagelijks rond 13.45 uur zijn, daar de etappes van de Renewi Tour vrij op tijd finishen om overlap met de Vuelta te voorkomen.

Uitslagen Renewi Tour 2023 | Wellens schrijft voor de derde keer eindzege bij op zijn palmares

Mathieu van der poel maakt doel van ek wielrennen, kooij krijgt voorkeur boven groenewegen en jakobsen, plaats reactie.

Je bekijkt nu de reacties waarvoor je een notificatie hebt ontvangen, wil je alle reacties bij dit artikel zien, klik dan op onderstaande knop.

Bevestiging

Weet je zeker dat je deze reactie wilt rapporteren?

Meest gelezen wielernieuws

Wielrennen op TV 2024 | Vuelta gaat weer beginnen, maar er staat meer op de agenda

Favorieten etappe 1 Renewi Tour 2024 | Vorig jaar staking, dit jaar vooral spektakel?!

O'Connor houdt iedereen in bedwang en leidt Vuelta na week één: 'Voel helemaal geen druk'

Deelnemers Renewi Tour 2024 | TDT-Unibet heeft ploeg voor eerste meerdaagse WorldTour-koers rond

Meer nieuws.

• 26/08 Wielrennen op TV 2024 | Vuelta gaat weer beginnen, maar er staat meer op de agenda
• 26/08 Favorieten etappe 1 Renewi Tour 2024 | Vorig jaar staking, dit jaar vooral spektakel?!
• 26/08 Voorbeschouwing Renewi Tour 2024 | Van der Poel pakt de draad weer op, zeer sterk startveld
• 26/08 O'Connor houdt iedereen in bedwang en leidt Vuelta na week één: 'Voel helemaal geen druk'
• 26/08 Deelnemers Renewi Tour 2024 | TDT-Unibet heeft ploeg voor eerste meerdaagse WorldTour-koers rond
• 03/06 Pedersen viert 'comeback' met knal, maar houdt lippen stijf op elkaar over nieuwe Trek-fiets
• 29/04 Opvallend! Balmer moest geleende 'dode fiets' van Jayco-AlUla weer inleveren: 'Stond 60.000 kilometer op de teller'
• 07/04 📸 Op deze fiets moet het gebeuren: met 'banden die niet lek rijden' jaagt Van der Poel op tweede Parijs-Roubaix-zege
• 07/04 Is een koers als Parijs-Roubaix eigenlijk wel verantwoord? Van bloed in urine tot dagenlang slechtziendheid
• 18/03 Visma | Lease a Bike kan opgelucht ademhalen: UCI geeft (voorlopige) goedkeuring over futuristische tijdrithelm
• 05/03 📸 Van 'helm voor kratje pils' (Zonneveld) tot 'Urbanus-kopie': iedereen besprak nieuwe helm Visma | Lease a Bike
• 19/10 Opvallend: Studie suggereert dat renners tijd verspillen met dragen ijsvest tijdens de warming-up
• 02/10 Materiaalleverancier Shimano zou 'zich vereerd voelen' om mogelijke superploeg Soudal-Visma van materiaal te voorzien
• De top 10 populairste films nu in de bioscoop 26-08-2024
• Nieuwe film van 'The Revenant'-regisseur met Tom Cruise voegt Jesse Plemons en meer namen toe aan cast 26-08-2024
• Documentaire over 'Superman'-acteur Christopher Reeve dit najaar in de bioscoop, trailer nu te zien 26-08-2024

Tour de Pologne: Olav Kooij wins stage 4

Visma-Lease a Bike rider beats Bennett, Pedersen

How it unfolded

Olav Kooij (Visma-Lease a Bike) timed his acceleration perfectly to the front of a bunch sprint and won stage 4 of the Tour de Pologne . Like a coiled spring, the Danish rider won a stage in Poland for a third consecutive year.

Mads Pedersen (Trek-Lidl) launched his move too early with less than 300 metres to go and was passed near the line by Kooij and second-placed Sam Bennett (Decathlon AG2R La Mondiale). Pedersen settled for third.

The final 800 metres punched up a 3.7% hill and then deposited the sprinters through a left-hand curve for the final 500 metres. It was on the swooping bend that the Trek-Lidl rider surged from the pack, only to serve as a lead-out for Kooij.

"I was really happy to win here today and the team did a really good job to get me there," said Kooij. “After several hard stages, we knew there was a chance for me today. It was a nervous final, but I was perfectly placed going into the final kilometer. I'm happy I could finish it off for the team today.” 

Jonas Vingegaard (Visma-Lease a Bike) retained the overall lead finishing safely in the peloton with the same time as his victorious teammate. Visma kept their team leader out of danger when two crashes took down a dozen riders in the final 27km.

There were no changes to the top GC top five, Diego Ulissi (UAE Team Emirates) trailing Vingegaard by 19 seconds and Visma’s Wilco Kelderman another second back in third. Romain Grégoire (Groupama-FDJ) continued in fourth and Magnus Sheffield (Ineos Grenadiers) in fifth, the two 33 and 37 seconds, respectively, back.

With bonus seconds from intermediate sprints, Matej Mohoric (Bahrain-Victorious) moved past his teammate Edoardo Zambanini into sixth overall.

The longest stage of this year’s Tour de Pologne featured just classified climb, a category 2 at Przełęcz Jaworowa (7.2km at 4.2%)., with three opportunities for sprint points along the 195.3km route and bonus points at the finish in Prudnik.

One rider not taking the start in Kudowa-Zdrój was Max Schachmann (Red Bull-Bora-Hansgrohe), the team noting he was suffering from an upper respiratory infection.

The first flat stage after three days in the mountains did serve up some climbing across the first 80km. Across the Jawarowa Pass, Michał Paluta (Poland) took top points from a two-rider breakaway with Szymon Sajnok (Q36.5 Pro Cycling).

A Team Poland duo of Kacper Gieryk and Norbert Banaszek then attacked from the peloton, about 2 minutes back, for the chase. As they made the catch, Paluta dropped back, with 100km to go and the KOM points out of the way.

Bahrain Victorious pulled in the peloton while Gierkyk was the final rider to remain out front, 1:21 to his advantage with 70km to go.

The gap hovered at the one-minute mark across the next 20km, and he appeared to ease the pace, as Bahrain led the peloton with interest in the bonus points on offer at Otmuchów, 2 points going to Matej Mohorič.

With under 50km to go Gieryk faded back into the peloton as the WorldTour squads still hunting for a victory, Bahrain, Ineos Grenadiers and Team dsm-firmenich PostNL, gathered at the front next to Lidl-Trek.

It was steady and relaxed until 27km to go and five riders crashed on the side of the road, including Clément Davy (Groupama-FDJ) and climber Paluta. The final rider to pick himself and continue appeared to be Cameron Wurf (Ineos Grenadiers).

Then less than 7km later, more riders went down on both sides of the road, as a lone Arkéa-Samsic rider avoided the pileup navigating well off the pavement through a grassy ditch on the left side.

Several Alpecin-Deceuninck and Polish National Team riders were slow to get up, and the peloton pushed on with Soudal-QuickStep, Intermarché-Wanty, Lidl-Trek, Decathlon AG2R La Mondiale and Visma-Lease a Bike filling the width of the road with 20km to race.

Vingegaard was caught behind the crash but his Visma teammates brought him back into the peloton, as the still-steady pace did not change.

The ignition button for the stage wasn’t hit until 3km to go as the sprint teams positioned for the final uphill. Cofids went first after the 1km kite, then Lidl-Trek launched Mads Pedersen but it was Kooij who took charge at the end.

Results powered by FirstCycling

Thank you for reading 5 articles in the past 30 days*

Join now for unlimited access

Enjoy your first month for just £1 / $1 / €1

*Read any 5 articles for free in each 30-day period, this automatically resets

After your trial you will be billed £4.99 $7.99 €5.99 per month, cancel anytime. Or sign up for one year for just £49 $79 €59

Try your first month for just £1 / $1 / €1

Get The Leadout Newsletter

The latest race content, interviews, features, reviews and expert buying guides, direct to your inbox!

Jackie has been involved in professional sports for more than 30 years in news reporting, sports marketing and public relations. She founded Peloton Sports in 1998, a sports marketing and public relations agency, which managed projects for Tour de Georgia, Larry H. Miller Tour of Utah and USA Cycling. She also founded Bike Alpharetta Inc, a Georgia non-profit to promote safe cycling. She is proud to have worked in professional baseball for six years - from selling advertising to pulling the tarp for several minor league teams. She has climbed l'Alpe d'Huez three times (not fast). Her favorite road and gravel rides are around horse farms in north Georgia (USA) and around lavender fields in Provence (France), and some mtb rides in Park City, Utah (USA).

Vuelta a España: Adam Yates stamps authority on stage 9 solo victory

Marc Hirschi launches late attack and wins Bretagne Classic-Ouest France

Tour de France stage winner Emma Norsgaard signs with Lidl-Trek

Most popular, latest on cyclingnews.

'I just love racing from the front' - Ben O'Connor relishes his unexpected lead in Vuelta a España

Cycling transfers – All the latest news and announcements for the 2025 season

Visma-Lease a Bike confirm signing of Victor Campenaerts

MIA   >  Archive   >  Mandel

Ernest Mandel

De gaulle’s trip to moscow.

Source: From World Outlook , 29 July, 1966, Volume 4, No. 24, Paris and New York City Written: July, 1966 Translated: by World Outlook Transcrition & Marked-up: by David Walters for the Marxists’ Internet Archive 2009. Public Domain: Creative Commons Common Deed . You can freely copy, distribute and display this work; as well as make derivative and commercial works. Please credit “Marxists Internet Archive” as your source, include the url to this work, and note any of the transcribers, editors & proofreaders above.

[The following article has been translated from the July 9 issue of the Belgian left socialist weekly La Gauche.]

“As to alliances, we would think that they ought to be constructed ‘in three stages’: a Franco-Russian treaty procuring a first degree of security; the Anglo-Soviet pact and an agreement to be concluded between France and Great Britain constituting a second degree; the future pact of the United Nations, in which America would be a capital element, crowning the whole and serving as the ultimate recourse.” It was in these terms that Charles de Gaulle in December 1944, at the time of his first trip to Moscow, defined his concepts concerning European security, according to his Memoirs. (Volume III, p. 83, “Livre de Foche” edition.) Many things indicate that he has not changed his mind twenty-two years later. Wasn’t his second trip to Moscow designed to advance this concept?

Those with a more dour outlook will immediately object. The head of the Fifth Republic had something much more Machiavellian in mind. What he is aiming at is the predominance of France in Europe, or at least Western Europe if he is unable to extend it “from the Atlantic to the Urals.”

Since France doesn’t have the necessary economic weight, it must neutralize the drive of German industry through military superiority and diplomatic ruses. Hence it has two interests in common with the Kremlin—to block the Bundeswehr from getting nuclear arms and to break the American grip on “little Europe.” Thus the trip to Moscow was a power play against Washington and Bonn.

No doubt these analysts are right on the long-range aims of the general. But the nature of things is such that the designs of men—no Tatter how imbued with their own “grandeur”—are not at all sufficient to shape the destiny of the world. This is determined by the relationship among the big social forces. More than once in history, the diplomatic maneuvers of a power that was too weak have ended in serving the ‘big ones” despite the best intentions in the world. Didn’t this happen once again with the trip to Moscow?

Thus in the United States, the most cunning, like the servile tools of the (Johnson administration, carefully refrained from denouncing the general. “De Gaulle in Moscow served the United States despite the United States,” said some. ‘He worked for the whole West,’ others said approvingly. In Bonn, after weeks of glacial chill, the barometer of Franco-German relations again points to “fair weather.”

The truth is that de Gaulle, contrary to the groundless fears of some, did not betray his West German class brothers any more than he did his Polish class brothers at the time of his first trip.

In December 1944, Stalin dangled a “good, firm alliance,” real support against the Anglo-Saxons, in return for immediate recognition of the Lublin committee. But de Gaulle was not deceived. This would moan betraying a perhaps ‘democratic’ but certainly bourgeois Poland in behalf of a perhaps despotic but certainly noncapitalist Poland. And he did not want to take responsibility for an act contrary to “honor and honesty.” (Memoirs, Volume III, p sa.)

In June 1966, Brezhnev and Kosygin dangled an offer of just as real support against the United States, even genuine political leadership in Europe. In exchange they asked for recognition of the German Democratic Republic; that is, “of the two German states.” Be Gaulle brusquely replied that there could be no question of recognizing this “artificial construction. And with that rejoinder the serious conversation came to an end. The balance was nothing but decorations and fine talk.

Of course, the differences between Paris and Washington, between Fans and Bonn, are real in relation to the political future of our continent, its relations with the United States and the best strategy to follow to block the rise of the anti-imperialist and anticapitalist forces in the world.

Be Gaulle seeks a Europe freed largely from American supremacy. He seeks an Atlantic alliance on the basis of equality between North America and a Western Europe combined under his guidance. He favors a more supple policy, with regard to the USSR, which in his opinion should be definitively separated from China and the “extremists” among the revolutionists of the Third World, through some indispensable concessions.

He holds that it is necessary to “relax” the tensions to be able to resolve the questions in dispute, such as the reunification of Germany, while the Americans and the Germans of Bonn maintain that without this reunification no real relaxation is possible in Europe. But at bottom, they all defend a common cause—the cause of Big Capital. They all seek to hold back the enemy—socialism and the peoples of the Third World who are rising and seeking to break out of the capitalist world market. They all seek refuge under the “nuclear umbrella” of the Pentagon, without which they cannot counterbalance Soviet military power on the European continent (if anything confirms this, it is the explosion of the ridiculous French nuclear device in Polynesia which amounts to nothing in face of the power of the USSR). The means may differ, the aim is the same.

In this respect the Soviet Union represents something else again. The means are perhaps the same, but the aim is entirely different. Thus treaties on mutual consultation can be concluded—even by means of a direct telephone line!—treaties on technical cooperation, or whatever cultural and commercial exchanges are desired; the fundamental opposition between the interests of the French bourgeoisie and the Soviet leaders will by no means make it possible to form a genuine alliance in the present world context.

The Soviet leaders are aware of the weakness of the present Communist parties in Western Europe (for which they are in part responsible). They are aware of the temporary stabilization of caitalism in this part of the world (which they largely contributed to). From this they draw the conclusion that it is necessary to return to a policy that seeks to ‘exploit the interimperialist contradictions,” as before the second world war. They commit an error in believing that de Gaulle is ready to follow them into a têtei-tête, when he seeks in reality only to increase his power and prestige within the Atlantic Alliance

The French Communist leaders would obviously make a still greater error in concluding that the time has come for an ‘agonizing revision” of their political orientation in France, as in 1935 or 1944.

It is true that the policy of the USSR places them before a cruel dilemma; they no longer know if they should applaud or complain when the Soviet crowds cheer the person who remains, until proved otherwise, the fiercest and most dangerous class enemy of the French workers. If they oppose him, they are tempted to make an alliance with de Gaulle’s pro-American adversaries like Nollet and Nitterrand—and then the capitals of Eastern Europe are not very contented. And if they approve, what remains of their role as an opposition in France? There remains the socialist perspective which stands in complete opposition to the politics of de Gaulle; but the leaders of the French Communist party do not think this is any more “realistic’ than do the Social Democratic leaders of the SF10, or even the technocratic ideologists of neocapitalism.

That will the practical results of the trip amount to? The American Newsweek summarized the situation as follows: “At least he will have succeeded in engaging the Russians in a new diplomatic dialogue with the West.” That puts it in a nutshell. At a time when the intensification of the American aggression against the Vietnamese people makes a public dialogue between Moscow and Washington more difficult, de Gaulle is playing, objectively, the role of go-between for the Atlantic Alliance as a whole Thanks to him, the head of one of the capitalist states in this alliance has been acclaimed by crowds in the Soviet Union. For the first time in many years they have been shown a face of capitalism which their own leaders now say is benevolent, attractive, peaceful, full of good intentions toward the peoples of the world.

Pravda in connection with this trip, talks about an ‘irreversible process.” Let them beware of certain processes, which while still reversible, bode nothing good for the USSR. By attending mass in Leningrad, de Gaulle, like a good politician, was already prepa:ing for his coming trip to Poland. Rumania, ceaselessly increasing its trade with the West, already told the Russians in Bucharest that it would like to see the Warsaw pact modified just as de Gaulle wants to modify NATO. Decidely, if things are in movement, thanks not a little to the general, not everything is stirring in favor of socialism and not everything is stirring against the interests of American imperialism.

Back to the Ernest Mandel Internet Archive

Last updated on 7 February 2009