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American Management Association • Has this ever happened to you? You are embroiled in an argument about a matter that is important to you and also to an employee. After several back-and-forth exchanges, you finally say, “Okay, then, we’ll do it your way.” You do what you can to give that employee exactly what he is asking for, only to find out later that he is still ticked off. You are left wondering, “What is his problem? Isn’t he ever satisfied?” On the other hand, you may have had another experience as well.

An employee storms into your office, upset about a policy that, as far as she is concerned, just isn’t working. You listen. She continues talking; you continue to listen. In the back of your mind, though, you are thinking, “I don’t know what we can do to fix that. It is what it is … nobody else has complained.” She keeps talking and you keep listening.

Finally she looks at you with relief and says, “Thanks for listening. I feel better. I’ll talk to you later.” You didn’t do anything, and somehow the situation is now okay. You are left wondering what happened. Usually, in a conflict or disagreement, as we look for an acceptable solution, we focus on the substance of the outcome.

Everyone wants something. The conventional wisdom tells us that getting that something means that the conflict is dissolved. Did you get what you asked for? If so, then you are happy. If you did not get what you wanted, then you are not happy.

In the first scenario, your expectation is that, when you finally decide on a solution, the employee will be satisfied. In the second scenario, you do not expect the employee to leave your office satisfied unless you take some action that is acceptable to her. But the reality is often more complex than that. Just as important—sometimes more important—are the other two sides of the satisfaction triangle, shown in Figure 3-1: process satisfaction and emotional satisfaction. Understanding all three sides of the satisfaction triangle can provide managers with a more extensive set of tools for resolving conflicts.

The satisfaction triangle comprises three components: substance satisfaction, process satisfaction, and emotional satisfaction. These components contribute collectively to how conflicts are perceived and resolved in organizational settings.

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The dynamics of conflict resolution within organizations are multifaceted, involving not only the explicit outcomes but also the processes and emotional perceptions of those involved. The traditional view of conflict resolution emphasizes achieving a substantive solution—what is explicitly agreed upon or decided. However, recent research and practical experience suggest that process and emotional satisfaction are equally vital in fostering lasting resolutions and maintaining healthy workplace relationships.

Substantive satisfaction refers to the tangible outcomes of conflict resolution—whether the decisions and solutions meet the initial needs and objectives of the parties involved. Achieving this form of satisfaction requires moving beyond initial demands to understand underlying interests, managing expectations realistically, and establishing joint goals that align with organizational objectives. For example, during a budget crisis in a government agency, a team worked long hours to reallocate funds and reach a compromise that addressed core priorities of each department. This outcome exemplifies substantive satisfaction, as the decision was acceptable to all despite no one getting everything they initially demanded (Fisher & Ury, 2011).

Process satisfaction involves the fairness, transparency, and clarity of the decision-making process. Employees appreciate knowing how decisions are made, who is involved, and ensuring that procedures are consistent and fair. When organizations neglect process fairness, conflicts often escalate because employees perceive decisions as arbitrary or opaque. A salient example is described by Kim and Mauborgne (2003), who emphasize engaging employees, explaining decisions, and clarifying expectations—a framework known as the three Es—are crucial for fair process management. Implementing clear policies, providing avenues for input, and communicating openly are practical measures that enhance process satisfaction and reduce workplace tensions (Kim & Mauborgne, 2003).

Emotional satisfaction relates to how individuals feel during conflict resolution. Do they feel heard, respected, and valued? Even when outcomes are not precisely what a person desires, they can still perceive the process positively if they believe they were listened to and treated with dignity. Respectful listening and creating a safe environment for expressing emotions are fundamental. For example, offering a safe space for difficult conversations and actively listening without interruption can significantly improve emotional satisfaction (Lerner, 2015). These emotional signals reinforce trust and promote constructive dialogue, which is essential for resolving long-standing conflicts or disagreements.

The integrated approach of its three components—substance, process, and emotional satisfaction—provides a comprehensive framework for managers to handle conflicts effectively. Recognizing that conflict resolution is not solely about reaching an agreement but also about respecting procedural fairness and addressing emotional needs leads to sustainable organizational harmony (Thomas & Kilmann, 2015). This holistic perspective promotes a workplace culture where open communication, mutual respect, and fairness are prioritized, ultimately enhancing productivity and morale.

To implement this model, organizations should develop clear decision-making policies, train managers in conflict resolution skills, and foster an environment of trust and openness. For instance, regular training sessions on fair process principles, coupled with feedback mechanisms, can reinforce positive conflict management practices (Kim & Mauborgne, 2003). Additionally, managers should be attentive to emotional cues and ensure that employees feel heard and respected, even if their requests cannot be accommodated fully.

In conclusion, addressing conflicts with a balanced focus on substance, process, and emotional satisfaction is essential for sustainable organizational success. By understanding the satisfaction triangle and applying its principles, managers can resolve disputes more effectively, maintain positive relationships, and foster a workplace climate conducive to collaboration and innovation.

References

• Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Kim, W. C., & Mauborgne, R. (2003). Fair Process: Managing in the Knowledge Economy. Harvard Business Review, 81(1), 127-135.
• Lerner, S. C. (2015). Emotional Intelligence and Conflict Resolution. Conflict Resolution Quarterly, 32(2), 157-170.
• Thomas, K. W., & Kilmann, R. H. (2015). Thomas-Kilmann Conflict Mode Instrument. CPP, Inc.
• Ury, W. L. (1991). Getting Past No: Negotiating with Difficult People. Bantam Books.
• Rahim, M. A. (2017). Managing Conflict in Organizations. Routledge.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Moore, C. W. (2014). The Mediation Process: Practical Strategies for Resolving Conflict. Jossey-Bass.
• Kolb, D. M., & Bartunek, J. M. (2019). Conflict in Organizations: Processes and Strategies. SAGE Publications.
• Deutsch, M. (2011). The Resolution of Conflict: Constructive and Destructive Processes. Yale University Press.