[MUSIC] Through this module we've discussed two different types of conflict, the source, and the level of conflict. And just to bring it all together for you, there are key factors that we discussed as the source of conflict. One of them being economic for source, value, and power. So when we think of economic conflict, we think about the items that definitely impact the financial area of your business. Or even in your personal life, whatever affects your lifestyle from a livelihood level. So let me put it into perspective for you. Economic, it's very easy when you're in a business environment, you think of financial impact. What are the dollars that are going to be affected or impacted through this particular type of conflict? In your personal life you can actually translate it to the same way of meaning, how is this going to affect my pocketbook, as a way of saying it from that. The other thing that you have to consider with respect to economic conflict is that it's also with items, or product, or materials. So the examples that we've given through this particular module focus on hoarding of product. So the company has put a ban on, if you will, of ordering any new supplies. So you might find that your employees start hoarding the supplies because they never know when the new supplies might come. So that's an additional example of economic conflict. Another one is value conflict. And that basically is on ideals and principles, which is less tangible than economic conflict. It still exist in the environment when conflict is present. So values, people start playing a tug-of-war of how they feel personally. And they start applying that in the work environment as to how and what the decisions that are being made on a business level. So you will have to deal and figure out when you're in this type of situation. What are the best values to choose in order to apply, in order to receive the resolution you want in conflict? And lastly, for the source of conflict, we're talking about power. Now, power is really very evident when you'll find team members choosing authority level when it's not necessarily their role to be in that position. Or they might want to dominate a team conversation to control the outcome. So power makes people feel comfortable. It cocoons themselves so they feel secure. And it's also leveraging both value and economic as well when you're talking about a power position with respect to the sources of conflict. Now let's move into the levels of conflict. The levels of conflict can be individual, which is between two individuals, role, intergroup, multi-party, or international. So let's look at each one separately as a recap for this particular discussion. When we're talking about individual, it is actually and literally between you and a peer, maybe between you and a manager. And in your personal life it could be between you and your significant other, or you and your children, or you and your friend. So when we talk about conflict between individuals, it's something that you are responsible for because you own the conflict that's taking place. Oftentimes you might hear people say you made me feel this way in a conflict situation. The reality is you chose your feelings and that's the reasons why you're stimulating the conflict to exist. Choose wisely. Make sure that your feelings that you have in that interpersonal conflict gear the resolution positively. Don't look for a power play like we talked about earlier with the sources of conflict. With respect to role, that goes through groups, divisions. So when you're looking at it from that perspective, and as we discussed as well in the module, it's a power play between two different groups. So it could be marketing and sales. It could be finance and marketing. It could be human resources, staffing model and a division that doesn't have enough staff. It could be between many different divisions. So, once again, you're looking to identify what the source and the level of conflict is and then determine your strategy for resolution. All right, for inter-group, that again can be between two companies, so mergers, acquisitions. If you've been through that type of experience, you know that you're blending two different types of styles into one group of people to work with. So you bring to the table totally different points of view, different prisms, different history, different values, which all can cause a heightened level of conflict to exist. So recognize it, be aware of it, and use the skills discussed in order to seek for resolution. When you're talking about multi-party, it could actually also be between subsidiaries within one organization. You can have two different companies that are vying for more financial power, more budget dollars, and that can also cause conflict in those situations as well. [SOUND]
