Managing Workplace Conflicts

 

As a manager, it is inevitable that at some point you will have to handle a conflict situation in your workplace. The fact is that any organization is made up of people, and where you have people you will get conflict. Sometimes disagreements will be minor and easily negotiated, but people will occasionally clash in ways that are uncomfortable and distracting for the whole team. 

Conflict or disagreement in itself is not a problem, but if conflict is poorly handled it can create disruptions in workflow, communication breakdowns, and stressed relationships. When conflict is managed wisely and responsibly, it can actually strengthen trust and cooperation within the team. Your job as a manager is to ensure that conflict is handled appropriately.

Where Does Conflict Come From?

The first step in resolving a conflict is to understand where it is coming from. Conflicts generally fall into four categories: Data conflicts, Relationship conflicts, Value conflicts and Structural conflicts.

Data conflicts are the most common type of conflict, and also usually the easiest to handle once they are discovered. They arise from incorrect, missing, or poorly communicated information. Misunderstandings, mistakes, and incorrect assumptions all fall into this category.

Relationship conflicts are personal issues. Personality clashes, emotional history or baggage, competing goals, or misinterpretation of others’ motives or behaviors would fall under this category.

Value conflicts are those that arise from disagreement about rules, values or beliefs. Interpersonal conflict caused by unclear rules, contrasting political ideologies or religious beliefs, different lifestyles or cultures could be considered value conflicts. Sometimes such a conflict arises because one employee is under external pressure.

Structural conflicts arise from the company’s organization. A complex power structure, perceived inequity or injustice in power or resource allocation, cultural, economic, or legal barriers, or other constraints of the company’s structure can lead to this type of conflict.

Managing Conflict
As a manager, it will be your responsibility to mediate conflicts within your team and ensure that they are handled appropriately. Mediating a conflict is challenging, but your willingness to intervene sets the stage for your own success and that of your team.

Here are some guidelines for appropriately managing conflict:

Do not ignore the conflict and hope it goes away. It won’t. Even if it looks like everyone has settled down and put it behind them, any unresolved conflict will rise again whenever stress increases or a new disagreement occurs. 

Do not think that the antagonists are the only people being affected by the conflict. Everyone who comes in contact with them is affected by the stress. The work environment becomes strained, and people may begin to take sides.

Do not meet separately with the antagonists ?#147; meet with them together. There are two sides to every story, but it is best to hear them concurrently. Let each party explain their point of view. Do not allow the parties to interrupt, attack or argue with each other.

As the manager, be the mediator. Let the antagonists know that you will not choose sides. Tell them you will facilitate a process for them to resolve the dispute satisfactorily themselves, but that if they are unwilling to work it out you will impose your own solution, which may not satisfy either one of them.

Identify the nature of the conflict.  Is it rooted in problems related to Data, Relationship, Values or Structure? Are there any changes you have the power to make that would help mitigate the conflict?

Ask each party whether, and how, they have tried to resolve the conflict, and what they would like to see done now. Explain that the only way to resolve the conflict is to create a collaborative solution (not a compromise). Ask each participant to describe specific positive actions they’d like to see the other party take that would resolve the differences.  MAKE SURE THE EMPHASIS IS ON ACTIONS. Do not encourage or tolerate personal attacks.

Help negotiate a trial solution. Ask each party to describe any changes they would be willing to make to resolve the conflict and prevent a recurrence.Allow them to discuss and refine the proposals they have made until they have agreed on a plan. Your role is to help them listen to each other and keep emotions from interfering with collaboration.

Assure both parties of your faith in their ability to resolve their issues. Summarize and document action plans and set a time to review progress.

Your Role as Manager

As a final step, you must honestly examine and acknowledge your own role in creating or exacerbating conflict, and your responsibility to help resolve it. Always consider whether there is anything about your management strategy or the culture of the work environment that is contributing to the problem, and initiate changes as needed.

Mediating a conflict is challenging, but as a manager or supervisor, the role of mediator comes with the territory. You must craft a work environment that enables the success of the people who work in it.

 

 

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