WEBVTT

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Given that we live in kind of a capitalist society
and there's a lot of cost-benefit analysis,

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I thought I'd build the business case
for resolving conflict.

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So when I looked at that,
I came to see that there were,

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in my lexicon, four different costs of conflict.

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The first is the fees you've got to pay
professionals to help resolve conflict,

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be they lawyers, mediators,
psychologists, economists, whoever.

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You've got to pay these
folks to help you resolve it.

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Number two, there's the opportunity cost.

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If you're filled with conflict,
you're not doing your work.

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You're not doing your job.
You're compromised in some way.

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Some part of you is not there.

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In addition, for senior executives

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who are trying to create in
organizations in the business world,

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they spend 20% to 25% of
their time resolving conflict.

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Imagine what they might be creating

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if they weren't engaged
in the resolving conflict.

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There's something else that
I call the relationship cost,

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and what that's about is when you've
got to bring a new hire on board

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because you had to get rid of someone
because they can't get along with other folks.

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It actually costs sometimes between one
and a half and two times their annual salary

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to bring them up to speed, and
as we all know inside of organizations,

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it's all about the relationships that
are the way we get things done.

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And the last one is emotional cost.

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People sacrifice their whole lives
because they can't let go of the emotion

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of negative conflict, so we pay a
huge cost of staying in conflict.

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And you know...

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It's important because people
kind of have a little bit of a wakeup call

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when they actually see what
the conflict's costing them.