Conflict at work occurs – so what can a skilled manger do?

How managers can solve workplace conflict.

You can’t win a conflict at work. Winning a conflict means getting the outcome 'you' want regardless of what the 'other' person wants. Since the underlying issue has not been solved, it will simply reappear later. Much better than winning a conflict at work is resolving it. Unresolved conflicts make people unhappy at work and can result in antagonism, break-down in communications, inefficient teams, stress and low productivity. Here are the essential steps to constructively resolve conflicts at work.

1.  Realise that some conflicts are inevitable at work. Whenever people are committed and fired up, or change and new ideas are emerging, conflict and disagreement are bound to happen. This doesn’t mean you have to revel in conflict or create trouble just for the hell of it, but it does mean that when conflict happens it’s not the end of the world. It can be the beginning of an interesting learning process. Conflicts mean that people care enough to disagree strongly. The trick is not to allow the conflict to go on forever.

2.  Handle conflicts sooner rather than later. Resolve a conflict when it starts, as it only gets worse with time. Conflicts at work arise not from something that was said, but from something that wasn’t said! Everyone’s waiting for the other to admit he’s wrong and gets more unpleasant after the conflict has stewed for a while. It's essential to interrupt the "waiting game" before it gets to that point.

3.  Ask nicely. If somebody has done something that made you angry, or if you don’t understand their viewpoint or actions, simply asking about it can make a world of difference. Never assume that people do what they do to annoy or spite you. Sometimes there’s good reason why that person does what he or she does (even the things that really get on your nerves), and a potential conflict evaporates right there. Make your inquiry just that--an inquiry, not an accusation of any sort: “Say, I was wondering why ‘X’ happened yesterday” or “I’ve noticed that ‘Y’ often happens when we….. Why is that?” are good examples. “Why the hell do you always have to ‘Z’!” is less constructive. When we use the word you in the context of conflict at work we apportion blame that will put the person receiving the statement immediately on the defensive.

4.  Invite the other person to talk about the situation. A hurried conversation at your desk between emails and phone calls won’t solve anything. You need an undisturbed location, face to face and the time to address the issue.

5.  Observe. Identify what you see in neutral, objective terms. This is where you describe the facts of the situation as objectively as possible. What is actually happening? When and how is it happening? What is the other person doing and, not least, what are you doing? You’re only allowed to cite observable facts and not allowed to assume or guess at what the other person is thinking or doing. You can say, “I’ve noticed that you’re always criticizing me at our meetings” because that’s a verifiable fact. You can’t say “I’ve noticed that you’ve stopped respecting my ideas” because that assumes something about the other person.

6.  Apologise. Apologise for your part in the conflict. Usually everyone involved has done something to create and sustain the conflict. Remember: You’re not accepting the entire blame, you’re taking responsibility for your contribution to the situation. It is okay to recognise and verbalise that you regret the situation.

7.  Appreciate. Praise the other part in the conflict. Tell them why it’s worth it to you to solve the conflict. This can be difficult as few people find it easy to praise and appreciate a person they disagree strongly with, but it’s a great way to move forward.

8.  Identify the consequences. What has the conflict led to for you and for the company? Why is it a problem? Outlining the consequences of the conflict shows why it’s necessary to resolve it. It also helps participants to look beyond themselves and see the conflict "from the outside."

9.  Define an objective. What would be a good outcome? It’s essential to set a goal so both parties know the outcome they’re aiming for. That makes reaching the outcome a lot more likely.

10. Request. Ask for specific actions that can be implemented right away. For example: "I suggest that we introduce a new rule: At meetings when one of us suggest something and the other person disagrees, we start by saying what’s good about the idea and then say how it could be better. Also, if we start to attack each other as we have before, I suggest we both excuse ourselves from the meeting and talk about it in private instead of in front of the entire team. And, what do you say we have a short talk after our next project meeting to evaluate how it went? How does that sound?"

11. Train managers. Conflict at work can very often be avoided or defused by strong leadership. You can train managers to act swiftly and effectively. Mangers need to understand their own responses and not avoid situations while they are developing. Managers who lead and inspire, who are sensitive to the needs of their team will avoid much of the potential conflict in the work place.

For information on how we prepare managers for dealing with conflict at work request information here

Contact us to find out how blue concept training can support the people in your organisation. When staff feel in control, safe and calm they can provide the very best in customer service. Conflict management training will reduce costly staff absenteeism, exposure to risk and poor work practices. Speak to a member of our team who will be happy to discuss how our employee support training can help your organisation. Contact blue concept training today.