By Raghu Kshitiz
Conflict may happen in any organization. It can arise between employees, between departments, or even between management and staff. While conflict can be disruptive and stressful, it can also be an opportunity for growth and improvement for the organization if it is managed effectively.
Workplace conflict management is an increasing challenge for
employers. One research suggests the number of employee claims and tribunals is
increasing each year indicating that management style is the number one cause
of stress at work.
Conflict can have a huge impact on a team and may lead to
poor motivation and work absences. People managers are key in managing this
conflict. It is vital that managers have the knowledge, skills, and confidence
to manage workplace conflicts.
Psychologists, Ralph Kilmann, and Kenneth Thomas have developed a model that identifies how conflict can be resolved which has two dimensions: assertiveness and cooperation. Assertiveness is the level to which someone attempts to achieve his/her aims while cooperativeness is how much someone will help others to achieve their aims.
The first step in managing conflict is to identify its root
causes. Is it a personality clash, a lack of communication, or a disagreement
over a specific issue? Understanding the root cause of the conflict helps managers
to address it more effectively. Managers should always be aware that personal
issues should not be involved in professional.
Conflict may arise from different sources or events. It also stems from subtler behaviours. These can escalate into disputes over time. Some notable points may be:
· Not valuing others’ views, experiences, and backgrounds
· Taking credit for another people’s work
· Using other people’s contacts or information without permission
· Ignoring people or being discourteous
While some points are obvious, most of the causes are involved
without noticing, such as poor attendance and time-keeping, discrimination, bullying
or harassment, or unacceptable language, etc.
Managing Conflict
Once the source of the conflict has been identified, it is
important to address the issue as soon as possible. The longer a conflict goes
unresolved, the more damage it can cause to the morale and productivity of the
individuals involved, as well as the entire organization.
Each company will have its own procedure for handling
conflict situations but the tips below are useful to consider when using a
formal process.
1. Act quickly
Managers should be aware and sensitive when conflicts arise.
Effective communication is key to resolving conflicts. Encourage the
individuals involved to express their concerns and listen actively to what each
person has to say. Try to understand the perspective of the other person and avoid
interrupting or becoming defensive.
2. Take out employees
If personality clashes become an ongoing source of conflict
or tension a manager could consider moving the employee from the conflict area.
Managers also need to know and should be prepared for what to do if a conflict
turns into a major disagreement. If an employee loses their temper it is
important to take them away from the situation or person with whom they are
having a dispute. This will prevent them from saying or doing anything that may
make the situation worse. It can also be helpful to establish ground rules for
communication during the conflict resolution process. This may include setting
a time limit for meetings, agreeing to maintain confidentiality, and avoiding
personal attacks.
If an employee’s behaviour does not improve after all attempts to resolve the matter informally then a formal disciplinary process may be taken.
3. Follow the official
process
Another important aspect of managing conflict is to remain
impartial. As a manager, it is important to remain neutral and not take sides
while following official rules or binding laws. Instead, focus on helping the
individuals involved to find a mutually acceptable solution.
In some cases, it may be necessary to bring in an outside
mediator or facilitator to help resolve the conflict. An objective third party
can often help to diffuse tensions and provide a fresh perspective on the
situation.
If a conflict situation develops and you are unable to
resolve it informally, final disciplinary action may be necessary.
4. Follow up after
resolution
Managers should use regular communication to ensure that old
disagreements are not brewing again. This can include setting up regular
check-ins, monitoring the situation, and providing feedback and support as
needed.
In conclusion, managing conflict in the workplace requires
effective communication, impartiality, and follow-up. By addressing conflicts
early and actively working to find solutions, organizations can not only
resolve conflicts but also improve overall productivity, morale, and team
dynamics.
