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Conflict Management and Handling Difficult People · 3 min read

Dispute Resolution

Learn five dispute resolution options-persuasion, negotiation, coercion, force and walking away-and see when each suits conflict at work before it harms results

Chris Farmer, Founder of Corporate Coach Group

“Effective dispute resolution climbs a simple ladder: persuade with clear facts, negotiate fair trade-offs, avoid coercion, use force only in self defence, and when talks fail, walk away; choose the step that fixes the problem and keeps trust intact.”

Chris Farmer — Founder, Corporate Coach Group

Dispute Resolution

Dispute Resolution

To resolve disputes, you might use:

  1. Persuasion - Convince the others to change their mind.
  2. Negotiation - Find practical solutions that are mutually beneficial to all parties.
  3. Coercion - "Do it or I will make your life a misery!"
  4. Force - The application of physical force or a threat to do so.
  5. No deal - Get away from the person or situation.

1. Persuasion.

By using persuasion to change the other person's mind, you convince them that your way of seeing things, is the correct and right way.

Alternatively, you convince them that their way of seeing things is incorrect, wrong or bad.

It is notoriously difficult to persuade people to change their mind about anything and since it is so difficult, your time may be better spent in negotiating.

2. Negotiating.

Negotiation is the act of finding a mutually agreeable position by finding the common ground between three fields.

  1. What you want.
  2. What the other wants.
  3. What is logically possible.

The phrase that you need to remember when negotiating is, "if - then".

  • If you do this for me, then I will do that for you.
  • If you give me this, then I will give you that.
  • If I do this, then you must do that.

Negotiating is the art of finding practical solutions that are mutually beneficial.

Negotiation is to be contrasted with coercion.

3. Coercion.

Coercion is inducing someone to do something by threatening to make their life miserable if they don't comply. Coercion presupposes that you can carry out the threat, (or at least the coerced person believes you can.)

We recommend you do not coerce people, because coercion induces resentment and fosters a desire for retribution.

Coercion is to be contrasted to force.

4. Force.

Force means the application of violence, or the threat of violence to make a person act in a particular way. Force means physical force.

Many people misuse this term, and claim they were forced to do something when in fact they were not forced.

For example, "I was forced to take a lower paid job, because nobody would pay me what I thought I was worth". The word "forced" here is being hijacked.

Force in a human context, relates to physical force being used.

For example, the police use forced to apprehend the criminal. They beat him to the ground, hand cuffed him and dragged him to the cells. This is force. That is why they are called, the police force.

Don't hijack the word, "forced". "I was forced to take a later plane because mine was delayed".

Here is the rule to remember: Except in self-defence, you must not use force, nor threaten, nor imply the use of force on anyone.

Instead of force you should use; persuasion, negotiation, coercion, or you could walk away.

5. No deal.

No deal means walk away, or even run away.

In some cases, no resolution is possible without using force, which you don't want to use. So, under these conditions, no deal is a good result.

Run away, walk away, have no more dealings with the other side. Instead, find someone else that you can deal with on proper terms.

Five ways to resolve disputes:

  1. Persuasion.
  2. Negotiation.
  3. Coercion.
  4. Force.
  5. No deal.

Negotiation

Negotiation is a business process in which two or more parties with different aims talk openly, swap clear ‘if-then’ offers, and agree on a practical outcome that helps everyone without using or hinting at force. If any of these parts is missing, the exchange is not negotiation.

CG4D Definition

Context: Business
Genus: Process

  • Involves two or more parties with conflicting aims
  • Uses open communication and ‘if-then’ offers to explore options
  • Seeks a practical agreement that benefits all sides
  • Occurs without any use or threat of physical force

Article Summary

Effective dispute resolution climbs a simple ladder: persuade with clear facts, negotiate fair trade-offs, avoid coercion, use force only in self defence, and when talks fail, walk away; choose the step that fixes the problem and keeps trust intact.

Chris Farmer, Founder of Corporate Coach Group

Written by Chris Farmer

Founder & Lead Trainer, Corporate Coach Group

Chris Farmer is the founder of the Corporate Coach Group and has over 25 years experience designing and delivering leadership and management training across both the public and private sectors. His programmes are structured, practical and built around real-world performance. Read more about Chris and the story of how the Corporate Coach Group was founded.

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Key Statistics

CIPD Good Work Index 2024 found that 35% of UK employees faced at least one serious interpersonal conflict at work in the previous 12 months.

LinkedIn Workplace Learning Report 2024 shows 62% of companies name negotiation and conflict management as a top-three skill priority for 2024-2025.

Frequently Asked Questions

Common questions about this topic

Persuasion aims to change the other person’s mind. Negotiation seeks common ground and uses clear if-then offers so both sides gain.
Use negotiation when views are fixed but both sides want a fair result. If-then trade-offs often settle disagreements faster than long persuasion.
Coercion relies on threats, breeding fear and anger. Trust falls, future teamwork suffers, and dispute resolution becomes harder than with persuasion or negotiation.
Physical force is only lawful in self-defence. In business conflicts it breaks trust and can cause legal trouble, so it should be avoided.
“If you…then I…” frames clear, balanced offers. It turns vague wishes into firm steps, speeds agreement and keeps talks polite.
Walk away when talks stall, threats appear, or the deal costs more than it saves. Leaving protects time, money and morale.
Start with persuasion, shift to fair negotiation, avoid coercion and force, and choose no deal when all else fails. Match method to risk.

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