Effective Ways to resolve workplace conflicts

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Generally speaking, conflict occurs with self, other human beings, the environment, or the supernatural. Conflict arises because parties in interaction possess mutually incompatible goals, a mismatch of social values and structures. None of us in living memory can deny the existence of a conflict. We are constantly surrounded by it, oftentimes experience it, and many a time may have been submerged by it.

 

However, while conflict by definition denotes disagreement, discord, and other negative connotations, we do realize that management of conflict judiciously and with panache, means it is profitable to have a conflict. Conflict, with a positive connotation, sets off, as it were, a chemical reaction that achieves positive results. Examples of positivity coming out of conflict abound around us e.g., advancement in agricultural, industrial processes, and sundry advancements; the comforts of life we enjoy today are simply positive management of a variety of “conflict” situations that existed.

 

In the circumstances above, managing conflict is a two-edged sword; the negative aspect would be converted as an opportunity to proceed positively. The positive connotation of conflict allows us to progress towards the goal of advancement. 

Management of Conflict – a Relational Approach     

 

There are 2 workable solutions to the problem of conflict management:

 

  1. Resolve the conflict and harness it for productivity. (Convert a problem into an opportunity) At the workplace, productivity converts to profitability – always.
  2. Sweep it under the carpet and hope things will work out. (Expect it to just vanish!) To manage conflict is onerous but needs to be done, nevertheless.

Experience, proven, and tested confirms that the 2nd option is no option at all.  To manage the conflict is to resolve it and move on. This is the only workable option before us.  

Here, we proceed with the subject of conflicts wherever they arise, especially in the workplace.  To begin the process of conflict managing it is of paramount importance to know:

  1. The causes of conflict.
  2. How best to manage conflict in its inherent context. 

Reasons for Conflict

 

For effective management of conflict, a prerequisite is to know what normally causes conflicts. The causes may be one or several of the following:

1. Misunderstanding

 

This, by far, is the most common occurrence that gives rise to conflicts in the workplace. Today’s workplace comprises people from various strata of life – it is not homogenous. Having employees of different nationalities could further complicate the situation on account of local idiom and usage of the language employed in the workplace.  If it is a pure and simple misunderstanding between people, empathy from the one managing the conflict will save the day for all concerned. 

 

 

2. Poor communication

 

 

This is quite often the reason due to a variety of circumstances in the lives of even well-meaning people. Here, once again, the language used in the workplace is the root cause of conflict. An innocuous expression written or spoken may give rise to conflict because of an inadequate or mistaken understanding of the phrase or expression. Managing conflict here is a tricky situation since all people in a workplace do not operate from standard depths of knowledge of the language used; foreign employees may present yet another aspect to this conflict.

 

3. An emotional outburst

 

This is dangerous since it involves the inner depths of the affected person. Managing conflict in these circumstances is extremely challenging and calls for deep reserves of patience, perseverance, and persistence to untangle this situation. Deftness and diplomatic acumen will be challenged since this situation need not be entirely linear and may involve hurt egos, factual, or perceived.

 

4. Lack of planning

 

This may be a problem of the individual employee or, even sometimes a lacuna in the overall corporate planning at the workplace. If the perceived or actual lack of planning arises from the side of the corporate entity this would need to be studied thoroughly by the authorities concerned. Managing the conflict in this instance would call for a critical investigation into the merits and/or demerits before setting forth a workable process of conflict management. 

 

5. Frustration, stress, or burnout

 

This is a fairly rampant occurrence in the hurly-burly of life today.  No area in life, these days, including the workplace is exempt from being assaulted by stress, frustration, or burnout. Unreasonable and seemingly impossible demands relating to current lifestyles may need to be reviewed with understanding and empathy. Workplace deadlines perceived as impossible by employees make conflict management an arduous task. Deadlines at the workplace are, normally, set by management taking into account the prevailing business environment and desired profitability norms. An incisive analysis of the deadlines would need to be done, to the extent possible, to effectively manage the conflict. 

A Panacea for Managing Conflict 

 

Managing conflict is an art powerfully encompassed by an important word – Rapport. 

Rapport is the foundational element of relationships and the best path to secure relevant information from even difficult people.  

The acronym below shines a beacon for the process of conflict management.

  • H    = Honesty –      always tell the truth.
  • E    = Empathy –     imagine yourself in that position.
  • A    = Autonomy – respect the rights of the other in this situation.
  • R    = Reflection –   feedback on the essence of what is being said.

To elucidate further, successful conflict management needs a “listening” ear and an emphatic heart. The Conflict Manager is, as it were, a neutral broker and cannot take sides; if done, a bias is created in favor of one or the other.

 

Indispensable Roadmap for Managing Conflict

 

1.Clarify the conflict situation

 

The strategy for clarifying the situation may differ from person to person. But there is no reason whatsoever to “short circuit” the need to understand impartially and clarify the situation with all parties to the conflict. Preconceived bias for or against is a strict NO-NO.  Set definite ground rules. Each party to the conflict needs to treat the other with respect and agreement to listen denotes a sincere effort to understand the others’ viewpoint. Each states the problem and their perceived solution. Personal targeting is strictly not permissible. Each participant restates, in a summarized format,  their viewpoint to emphasize that all participants are clear about what is being said. A final summation from the Conflict Manager is important.  Brainstorming a solution would be the next step.  Discuss positively and without rancor the various options on hand.

 

2.  Establish a common ground: 

 

Having clarified the conflict situation in-depth and with understanding, the common ground needs to be worked out with the parties to the conflict. In building common ground, process and established practices at the workplace may need to be re-examined to ascertain if they, at all, need “tweaking.” This is important since this common ground needs to be in the interests of all concerned – individuals and the corporate entity.  

 

3.  Discuss ways and means to agree to uphold common ground

 

Having agreed to a common ground, it follows that ways and means need to be discussed and finalized so that the source of the conflict having been managed, matters now stand streamlined.

 

4. Determine barriers to the establishment of common ground:

 

 

In any given situation, there could arise a possibility that there may be some “insurmountable” barriers to the establishment of common ground. Exceptionally, this could happen; generally, though such a situation should not arise since, in the context of the corporate entity, an incisive analysis had been carried out earlier. As a follow up to the process, the concerned parties agree to this as the best way to manage the conflict situation.

 

5. Acknowledge the solution and fix individual responsibilities: 

It is of utmost importance that each of the parties to the conflict individually and severally acknowledges the common ground and agrees to their responsibility in the matter. The matter having been resolved, as a matter of gracefulness, an enduring option would be for all participants to shake hands, apologize, and thank one another for their participation.

Conclusion

 

Human conflict in the workplace is an intrinsic part of the human genome. Managing Conflict in the workplace is the only way to go forward. Conflicts not managed effectively are a drain on productivity and consequently the profits of the corporate entity. This is an untenable situation in today’s corporate environment and also creates an unhealthy climate of human relationships. A comprehensive  Roadmap for conflict management is available and the panacea for conflict management hinges on a single word “Rapport.” 

“The hungrier you are for information, the harder it will be to get that out of someone. But give the person a choice about what they say; give them some autonomy and you begin to build the rapport that may lead to a better conversation,” says Laurence

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