If problems are not dealt with then specific disagreements may be resolved, but the underlying issues will continue. Early identification: Early identification of the problem is the next step in the conflict management. Mostly it happens that problems are avoided and later on they become totally out of control later on. Therefore it is very important to identify and tackle the issues in the beginning instead of waiting for them to become burning issues.

Benchmarks: In most of the organizational issues benchmarks are present against which the resolution of an issue is sought. Even when benchmarks are not present then they can be set using the best examples in the particular field. Benchmarks are yardsticks against which goals are set.

Time Tested Principles: Good listening skills help in resolution of biggest conflicts. A person must always be prepared to listen, either to get together the facts or to give the other person a chance to vent and calm down. Empathy and good listening skills can be powerful weapons.

Similarly conversational rather than confrontational skills help in the resolution of issues. In difficult situation a person should think of reasonable questions to deal with the situation at hand. When a person is on the defensive, a good question can take the mind off an incident and drag it elsewhere. Also if the other person asks questions then one should respond politely to the person.

Role Playing: Role playing can be an exercise to put oneself in the shoes of others. This exercise would create a sense of understanding and would help people remain clam in tough situations. This could be a very practical approach to teach people how to deal with conflicts.

TimeLine: No problem can be solved in matter of hours or minutes. It takes days to come to a sustainable solution to a conflict or problem but at the same time it can not linger for a long time. Therefore, it is advisable to also set...

The method suggested here is based on universally accepted principles with benchmarks as the essential part of the system. People can actually see their improvement in dealing with the conflicting issues if they have set criteria with them.
Research & Support for the Method:

Different people have suggested different solutions to conflict resolution. "According to the Holtons, there are five generally accepted styles for dealing with conflict: avoidance, accommodation, collaboration, compromise and competition. Nothing is inherently right or wrong with any of these styles" (Baskerville, 1993).The plan that is suggested here is more coherent with accommodation, collaboration and compromise rather than the extremes that is avoidance and competition.

Second most important aspect of the program suggested here is finding out the root cause of the problem instead of dealing with what is appearing on the surface. Rsearchers have also given a lot of emphasis to the same systematic approach. "Unless conflict is looked at systemically and these patterns are acknowledged, specific disagreements may be resolved, but the underlying issues will continue, and new, symptomatic conflicts will emerge" (Kirtman & Minkoff, 1996).

References

Kirtman, L. & Minkoff, M. (March 1996). A Systems Approach to CONFLICT Management. School Administrator. 53(3): 16.

Crampton, S., Hodge, J., Mishra, J. & Price, S. Stress and Stress Management. SAM Advanced Management Journal. 60(3): 10+.

Baskerville, D. (May 1993). How Do You Manage Conflict?. Black Enterprise. 23(10): 62+.

Palmer, a. (2004). Fighting Fit for a Better Way to Tackle Conflict. The News Letter.