Just how important?  A study by the Management Development Institute (MDI) at Eckerd College found a strong link between a person’s ability to successfully resolve conflict and his or her perceived effectiveness as a leader.  In addition, managers with poor conflict management skills face a promotional ceiling much earlier in their careers.

The study used the Conflict Dynamics Profile (CDP), a new, 360-degree assessment tool developed by MDI which assesses effective and non-effective responses to workplace conflict and identifies causes of interpersonal conflict.  Focusing on behaviors rather than styles, the CDP produces a complete “conflict profile” by providing feedback on

• what provokes an individual

• how that individual perceives the way he or she responds to conflict

• how others view that individual responding to conflict

• how the individual responds before, during, and after conflict, and

• which behaviors harm one’s position in a particular organization.

Since the CDP focuses on behaviors, conflict responses are designated as constructive/destructive and active/passive. Among the 15 scales are responses such as Perspective Taking, Reflective Thinking, Displaying Anger and Avoiding. The unique “hot buttons profile” provides detailed information on the types of situations and individuals that may provoke the most annoyance and ultimately the most conflict.  Another section offers open-ended comments from boss, peers, and direct reports on how to be more effective in handling conflict.

CDP feedback from coworkers can demonstrate which actions do more harm than good and not only keep an employee from advancement but may paralyze an organization into non-action.  Avoiding issues or hiding true emotional responses to them can be just as injurious as displaying anger or resorting to retaliation.

Another lesson learned is that delaying response and taking time for reflective thinking helps people to focus on ideas rather than on the individuals involved---a more mutually-beneficial circumstance that can result in greater productivity and group functioning, according to CDP research.  Looking at the other person’s point of view and imagining what he is thinking or feeling is a skill that can be learned and utilized to replace aloofness or avoidance of issues between coworkers and, indeed, between family members.  The team concept, highly prized in many corporate settings, can be more easily achieved when responses to conflict are analyzed and discussed in an atmosphere of respect and cooperation.

To assist with new skill development, the CDP comes with a detailed Development Guide, Managing Conflict Dynamics:  A Practical Approach, which contains tips and advice for strengthening conflict management skills and building strong interpersonal relationships.

As managers learn to resolve conflict rather than inflame it, they move more resolutely into peaceful relationships.  Perhaps at no other time in history have the skills for creative solutions and reflective thinking been more essential.

A Letter From the Editor
Debra Robinson, Ph.D.

I am pleased to serve as editor of The Consulting Psychologist for 2003. The Spring 2003 issue features an update from our President Dick Dietrich, SCP committee reports, information about SCP activities and events, two Spotlight on Consulting Issues articles, and a new section entitled Professional Practice Toolkit.

Our mid-winter conference in Scottsdale was a big success and the two Spotlight articles follow up on mid-winter conference sessions. Thanks to David Dunning, mid-winter chair, for all of his hard work. John Blanton has prepared an impressive SCP program line up for the APA convention in Toronto. A brief review of the mid-winter 2003 conference and preview of SCP programs for APA are included in this issue.

A new section entitled Professional Practice Toolkit provides brief information on assessment tools for consulting. Craig Runde described a new 360-degree assessment tool developed by the Management Development Institute at Eckerd College. The Conflict Dynamic Profile assesses effective and ineffective behavioral responses to workplace conflict and identifies causes of interpersonal conflict.

We all need to thank Steve Kincaid, our webmaster, for creating an attractive and user friendly format for The Consulting Psychologist. 

Please let us know if you would like to contribute to Fall Edition. Have a great summer!

Debra Robinson
Editor

Join the Division 13 ListServ!
Ask colleagues a question!

The SCP continues to become computer and internet savvy.   The Society ListServ, moderated by Barbara Keeton, is the latest greatest way of learning what’s happening inside Division 13 and communicating with Division 13 colleagues.  For more information, go to the Division’s website, then follow the ListServ link.

Recent ListServ discussion topics have included:

• 360 survey instruments

• CEO peer groups

• Psychologist licensing

• Health insurance for independent practitioners

I was able to attend the Association for State and Provincial Boards of Psychology Meeting in February as an observer from Division 13.  This is the association of all the various state boards of psychology that set and enforce state regulations. It was an interesting meeting and  I found most of the boards open to the problems that consulting psychologists who work in organizations have in getting licensed, getting supervision, etc.  I hope to attend the next meeting and, perhaps, get some time on the formal program to talk about these issues.