This question reminds me on the discussion if an individual can influence the group https://www.researchgate.net/post/Are_there_individual_interventions_to_resist_group_influences_on_behavior since the answer is not so trivial.

Communication may influence conflict management, but there is IMHO much work to be done. The question how.

I didn't studied conflict management, but social interaction in general and found determinants it is based on such as emotions, personality or culture. These determinants can influence conflict management. You can find the determinants in chapters 2,3 of https://www.researchgate.net/publication/281644865_Social_Interaction_Globalization_and_Computer-Aided_Analysis_A_Practical_Guide_to_Developing_Social_Simulation To deduce a conflict management strategy I would study first if and how the same determinants influence conflicts by analyzing conflict scenarios and adopting them to conflict management. anBook Social Interaction, Globalization and Computer-Aided Analysi...

Heterogeneity in values and ideas is a profound reality that organizations (and societies at large) must deal with; it can—and usually does—breed conflict. Conflict is an interactive process or state in which the interests of individuals or groups seem divergent or incompatible, often resulting in overt or covert attempts to block or thwart the other party’s attempts to satisfy these for preferred outcomes.

In organizations, large bones of contention have to do with freedom, goals, positions, rewards and recognition, resources, and task interdependences. (Other sources of conflict include miscommunication, low formalization of rules and regulations that can exacerbate jurisdictional misunderstanding, and dynamic growth or decline).

Organizational conflict can be (i) intrapersonal, (ii) interpersonal, (iii) intragroup, and (iv) intergroup. The basic strategies for managing the last three, each revealing different levels of concern for self and others are (i) integrating—resolving problems to reach an effective solution acceptable to all disputants; (ii) obliging—satisfying the concerns of the other party to preserve a relationship and perhaps obtain something in exchange; (iii) dominating—achieving a win–lose resolution that is in the best interest of one group and at the expense of the other; (iv) avoiding—sidestepping situations; and (v) compromising—seeking a resolution that satisfies at least part of each party's demands. Clearly, whether to integrate, oblige, dominate, avoid, or compromise—and why, of course—is of the essence.

PS: Conflict in Organizations, available at https://www.researchgate.net/publication/266477441_Conflict_in_Organizations, expands on all this.

The previous writer is spot on and the reference extremely useful. Many organizations tend to engage an employee assistant program (EAP) consultancy firm to bring some neutrality to these in house conflicts. EAPs accept individual and organization referral, as well as engage in capacity building training for staff and management on a myriad of psycho-social behavioural and organizational issues. These are not one shot problem and solution issues and require continuous intervention and culture shift.

Conflict means a serious disagreement at least between two persons or parties with regard to an important thing in which either persons or parties are interested. It is a dispute, turmoil, fight, struggle or agitation which arises due to a reason or reasons at work needing a resolution.

Effective techniques are the techniques which lead to settle the conflict. Six techniques are below.

1. Establishment of Superordinate Goal

Superordinate goal is an organizational goal that is more important to both parties in a conflict than their individual or group goals (Nelson and Quick, 1997). An individual or one group in a conflict is not able to achieve superordinate goals as achievement of such goals requires working together collaboratively by both parties. A superordinate goal becomes a larger target that both parties in the conflict agree helping the both realize their similarities rather than their differences.

2. Expansion of Resources

Competition for scarce resources is a common organization cause of conflict. If resources are expanded, conflict can be settled.

3. Change of Personnel

If the conflict’s cause is due to personal differences of the parties and these differences seem to be unchanging and severe, and several efforts taken to reduce grudges and hostilities went in vain, it may be appropriate to transfer or terminate one party or both.

4. Change of Structure

To change structure of the organization is another conflict management technique. One way of changing structure is to appoint a special person called Integrator. His or her role is to serve as a liaison among groups with different interests. Integrator can work as a neutral third party to open a dialogue between groups which have difficulty in communicating. Third party can be a co-employee, a superior or a conflict-resolution specialist. To make concessions easier without the loss of face is an advantage of use of a third party. When parties in a conflict do not have trust with each other, third party involvement becomes needed. Mediator (an impartial third party who listens to both sides, then helps the dissenting parties craft a solution) or Arbitrator (a powerful third party to make a decision that is binding on both parties) is used to resolve labour-management disputes. Counselor (a specialist in personal conflicts) is used to settle interpersonal conflicts between employees or family members.

Another way of changing structure of the organization is to form cross-functional teams. Team members are appointed from important personnel of respective groups or departments of the organization. Each member will be able to understand others’ objectives and interests, and coordinating the activities of the various departments gets done so that potential for conflicts reduces.

5. Negotiation

Negotiation is a good technique for conflict resolution. It is a join process where parties in a conflict attempt to find a mutually acceptable solution.

6. Rotation

When employees work continuously in one department they will not be aware of many things happening in other departments. In order to get different perspectives, and gain empathy, it is possible to do rotating personnel.

Ineffective techniques are the techniques which do not lead to settle the conflict. They may increase the gravity of conflicts rather than reducing. Nelson and Quick (1997) present five ineffective techniques:

1. Nonaction: to do nothing in hope that the conflict will disappear is nonaction. This will create distrust and frustration.

2. Secrecy: to attempt to hide a conflict or an issue that has potential to create a conflict is secrecy. This will create suspicion and dissatisfaction.

3. Administrative Orbiting: to delay action to settle a conflict by buying time is administrative orbiting. Other party is informed about that the problem is being worked on or the top management needs more time to study. This leads to frustration and resentment.

4. Due Process Nonaction: this is a situation where no one will use the procedure which was duly set up to address conflicts because it is too costly, time consuming, or personally risky. This will increase the gravity of the conflict.

5. Character Assassination: this is an attempt to label or discredit an opponent. Most likely this increases anger, hostility and retaliation.