These days, it is not uncommon to learn ofconflict in the workplace on a regular basisthrough various media outlets. These con-flicts carry potential costs for employers andemployees, thus making it imperative for or-ganizations to understand and implementsystems equipped to resolve conflict. Thisbook provides readers with a well-roundedview of conflict management and resolutionin the workplace. It should prove to be ahandy tool for HR professionals and linemanagers interested in understanding thenature of workplace conflict, the methodsused to resolve conflict, and the use of sys-tems in preventing or resolving conflict.

The organization of the book follows apath that walks the reader through the con-flict-management process. The first sectiondiscusses how to understand, identify, andhandle conflict. The second section identi-fies the methods used to resolve conflictwith a substantial focus on alternative-dis-

pute-resolution (ADR) techniques. Thethird section focuses on high-profile conflictareas involving workplace violence, equalemployment opportunity disputes, union-re-lated conflicts, and international conflict.The fourth section offers instructions andideas for designing, implementing, and de-veloping a conflict-resolution system in theworkplace. The last section provides thereader with tips to remember during theconflict-resolution process.

Chapters 1, 2, and 3 comprise sectionone of the book. Chapter 1 discusses thedefinition of conflict and the parties thatmight be involved in it. The next chapteralerts the reader to the sources, indicators,and costs of conflict. The most helpful partof this chapter lies in the discussion of theindicators of workplace conflict in relationto entry, maintenance, performance, em-ployee or labor relations, security, decisionmaking, and quality of work life. Simply

BOOK REVIEW

Human Resource Management, Spring 2003, Vol. 42, No. 1, Pp. 99–101© 2003 Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com).DOI: 10.1002/hrm.10068

Reviewed by Shannon Francis

Marrick F. Masters and Robert R. Albright. The Complete Guide to Conflict Resolution in theWorkplace. New York. AMACOM, 2002, 343 pages.

100 • HUMAN RESOURCE MANAGEMENT, Spring 2003

referring to this chart should help a manageror HR professional identify potential con-flicts that may arise in the workplace beforethey occur. In chapter 3, the authors iden-tify and briefly discuss the five conflict-man-agement styles: accommodation, avoidance,competition, compromise, and collabora-tion. After briefly mentioning these styles,an emphasis on collaboration leads thereader through a nine-step collaborationprocess. Next, the authors offer a list of thecore competencies (interpersonal, manage-rial, analytical, personal, and technical) thata professional should have when dealingwith conflict. However, these core compe-tencies are discussed only in passing, withlittle emphasis. A more detailed discussionhere would have helped establish the impor-tance of these competencies in managing orresolving conflicts.

Section two, the largest section of thebook, discusses negotiation (chapter 4), facili-tation (chapter 5), mediation (chapter 6), arbi-tration (chapter 7), and the following pot-pourri of techniques used by employers toresolve conflict: minitrials, ombuds, partneringpeer review, and summary jury trials (chapter8). The negotiation section prepares the readerfor things to expect during the negotiationprocess and the purpose that negotiationserves for the parties involved. The authorsoffer a four-step process to help a managerprepare for a negotiation and offer key tips andcharacteristics to remember if involved in a ne-gotiation. The mediation, arbitration, and pot-pourri sections offer overviews, similar to thatof the negotiation chapter. Each chapter inthis section discusses the appropriate times touse and the times to avoid using the varioustechniques, as well as the goals and/or stan-dards for each technique.

While organizations can use negotiationto resolve conflict without third-party inter-vention, the other techniques typically re-quire the employer to seek a third-party rep-resentative from an agency specializing inalternative dispute resolution. The majorityof discussion in this section focuses onmethods used to resolve conflict throughoutside intervention. The section also offersa list of resources toward that end. However,the potential costs of third-party intervention

are not discussed, something which maylimit the choices available to small employerswith limited resources.

The third section focuses on specialareas of conflict involving EEO disputes, vi-olence in the workplace, the role of unionsduring conflict, and disputes arising in an in-ternational forum. Chapter 9 discusses howto recognize violence in the workplace andthe hardships that it causes for employeesand employers. The chapter provides helpfultips on precautionary measures that HR pro-fessionals or managers should use when ter-minating employees since it is a sensitiveissue. In chapter 10, the authors discuss re-solving EEO disputes, while guiding thereader through a typical EEO complaint pro-cedure including the role of mediation. In re-cent times, sexual harassment complaintshave continued to increase, and the authors,recognizing this fact, make sure to addressthis topic in some detail. They offer severalideas for organizations to use in their sexualharassment policy.

Chapter 12 offers a look into conflictacross country borders. With organizationscontinuously expanding into other countries,social, cultural, political, and structural dif-ferences play a large role in generating con-flict. Knowing that conflict occurs becauseof reasons such as those previously men-tioned, the book lists a few internationallabor organizations that assist in resolvingdisputes and lists several countries that havealternative-dispute-resolution options. Whilebrief, this chapter provides an important lookinto international conflict that is helpful toprofessionals that may begin to overseeglobal operations.

The last two sections of the book includethe steps involved in designing, implement-ing, and developing a conflict-resolution sys-tem, with special emphasis on the impor-tance of education and training. Chapter 13covers the creation of an integrated conflict-resolution system and explains the fivephases of the process. At the end, the chap-ter offers an example of a system allowingthe reader to see a finished product. Thischapter serves as a useful stepping-stone tobegin the process in designing and imple-menting a conflict-resolution system. Chap-

Book Review • 101

ter 14 covers a necessary element of the con-flict-resolution process that involves ac-knowledging the importance of educationand training throughout the process at alllevels within an organization. In chapter 15,the authors do not review everything dis-cussed in their book, instead they offer 10“guideposts” for professionals involved in anypart of the conflict-resolution process to use.While simple, these tips will aid the strug-gling manager in maintaining a “cool head”during the conflict-resolution process.

Overall, this book provides a solidoverview of the conflict-resolution processand the steps needed to identify, deal with,resolve, and prevent conflict. Having saidthat, the emphasis placed on alternative dis-pute-resolution techniques seems to limitthe usefulness of this book for the HR pro-fessional. While the importance of ADR inhelping resolve disputes is becoming clear, amore detailed discussion of the skills orcompetencies (e.g., active listening, commu-nication, coaching, problem solving) that HRprofessionals or line managers need to de-

velop would have served the book better. Fi-nally, a note about the checklists at the endof each chapter. Focusing on the checklists,readers may find some of them extremelyhelpful, but they also may find some of themimpractical. One checklist suggested lookingat conflict in other organizations (chapter 2),which would be difficult and time-consum-ing for any employer concerned with earlyresolution. On the other hand, the checklistin chapter 13 appears to offer value to anyprofessional working toward setting up an in-tegrated conflict-resolution system.Shannon Francis is currently pursuing a Mas-ter of Science degree in Human ResourceManagement at Loyola University, Chicago.She holds a degree in Organizational Studiesfrom the University of Michigan. She works asa graduate research assistant for faculty in theInstitute of Human Resources and IndustrialRelations at Loyola and serves as the Presidentof the Human Resource Student Association, aSHRM-affiliated student chapter. Before at-tending Loyola, Shannon worked in HR in theWashington, DC, and Boston areas.