Head: (4 of 5)
Heart: (2 of 5)
Leadership Applicability: (4 of 5)

The typical conflict resolution literature focuses on resolving conflict at the individual levels due to differing personalities and communication styles. Susskind advocates a large scale conflict resolution effort that addresses the underlying problems as opposed to addressing the symptoms of people not getting along. The larger organizational issues are due to flatter organizational structures, constant change, increased diversity in demographics and pressure to do more with less. This kind of work environment is a breeding ground for conflict. So what's the remedy? Although the author strongly advocates for involvement of consultants or third parties to facilitate the process, the following can surely be done by internal change agents. The author suggests a 4 step model: 1.) diagnose the conflict, 2.) build consensus from differences, 3.) sell agreements and overcome resistance and 4.) encourage the organization to foster a learning environment. These steps may sound simplistic, but they are not so easy to implement because they require senior management to let the stakeholders own the change effort.