We already discussed aspects of conflict management in Course 1, so this content will be recapping and building on that information. First line managers are often the first point of contact for disagreements between team members, and by effectively addressing these disagreements they can prevent small issues from escalating into larger ones. This will help to create a more positive and productive work environment, happier employees, less stress and therefore better outcomes for the organisation.
Conflict can occur between people because there are:
- differences in interpretation of facts, methods or goals
- differences in values and beliefs
- different treatment of individuals and groups.
Here are some common causes of conflict in organisations:
- lack of resources
- frustration with people, systems or processes
- blockages due to bureaucratic procedures (red tape), approvals, policy, payment and so on
- change, e.g. new staff come on board, or new systems are implemented, or external consultants come into the organisation
- inequity, such as unfair treatment
- jealousy shown through favouritism.
Watch
Why There’s So Much Conflict at Work and What You Can Do to Fix It | Liz Kislik | TEDxBaylorSchool
Management consultant and business coach Liz Kislik gives a TED talk based on her 25 years of working with a wide range businesses to describe underlying conditions that can produce workplace conflict.
Duration: 15:44
Questions
Pre-Watch Question: What examples of workplace conflict have you experienced?
Post Watch Task: Would Liz Kislik’s approach have helped in resolving conflicts you have experienced? You will have a chance to comment on the discussion forum soon.
Case Study
One learner’s workplace conflict example:
'A recent difficultly that occurred in my work environment was a change of working hours for all team members which resulted in an extension of the working day and earlier starting times. Perhaps the main reason for this conflict was that this change was implemented without consultation with staff. The team managed this by firstly approaching management to discuss the need for the change and to outline team members concern about lack of consultation.
This approach helped to resolve staffs concerns about the additional hours and helped to gain some concessions for staff. Once staff were made aware of the need to extend the working hours to meet customer requirements, staff were more accepting of the change being requested.
Conflict could have been reduced if management had consulted with staff in prior to formally announcing the change.'
Activity
What are some of the triggers for conflict at your workplace? How were they resolved? Would any of the suggestions from the video you just watched have helped to produce better outcomes?
Post some thoughts on this topic to the forum and be sure to read and reply to some of your classmates’ posts.
How to deal with conflict
It may sound strange at first, but sometimes you need to stimulate conflict to cause improvements and change. Put another way, it’s better to get your team to talk about problems or grievances, rather than letting them ‘stew’ or worry about things — nothing gets solved like that!
The important thing is to communicate. Talk to people regularly, not just when there’s something wrong. If there seems to be something wrong, ask them to tell you what is happening.
In conflict situations people can become anxious or aggressive: it’s your job to keep things on track.
Remember these important things:
- Stay calm. It’s quite possible that at least one person may be in a very excitable, volatile state. If you are in the same condition, the chances of coming to a resolution are very small. You must remain calm.
- Find a private space. If the conflict was initiated in front of other team members, ask the person to go with you to your office or a conference room to discuss the conflict out of the way of prying eyes and ears. The fewer disturbances the conflict creates for the group, the better.
- Look for the real issue. When a team member feels strongly enough about something to act, he or she may cloud the issue by making far-flung accusations and ultimatums. You need to get to the heart of the matter and find out what is really upsetting them. Ask simple things like, ‘Can you tell me more about what happened?’
- Meet the problem head on. Don’t avoid the real issues. Now is the time to engage in the conflict and acknowledge any correct facts presented by the other person. Then, either agree or disagree with them, but if you disagree, be sure to explain your reasons clearly.
- Solve the problem. Work with the individual to figure out how to change his or her belief that there is a problem. Or, if there really is a problem, work on how to solve that problem. You might ask the person how he or she would solve the situation or what he or she would do differently to avoid the problem in the future.
Outcomes of Conflict
Conflict usually results in either a positive or a negative outcome. These outcomes are measured in terms of either an improvement in performance or a decline in performance.
| Positive conflict results in positive outcomes | Unproductive conflict results in negative outcomes |
|---|---|
| Better decisions | Stress |
| Increased motivation | Loss of group cohesions |
| Stimulation of creativity | Decrease in productivity |
| Problems brought out into the open | Increased absenteeism and turnover |
| Increased self-awareness | Communication difficulties |
| Change | Discontent |
Achieving positive outcomes
When you manage difficulties or issues in your workplace, it’s a good idea to reflect on how you went. Ask yourself some of the following questions, which will assist you next time you are dealing with difficult situations in your workplace. You could do this individually or with your team.
- What went well and less well? What did I do to contribute to the outcome? What do I know that I didn’t know before?
- What have I learned about behaviour? About myself, about the way other people behave? What insights have I gained about dealing with this kind of experience in the future?
- What do I need to challenge about the way I behave? Are there any old ideas or behaviours I need to unlearn first?
- How, where and when can I use this knowledge to improve my performance?
