handling conflict at workplace

Handling Conflict in the Workplace - Deepak Khaire

Vivekananda Kendra, Kanyakumari

Conflict is a natural part of any team or relationship. It can be healthy or unhealthy for the relationship, depending on how it is

handled. When conflict is handled constructively, it promotes growth and

problem solving.

•Understanding Conflict

The body builder knows that resistance actually grows and strengthens muscles. Resistance can

have the same effect on teams. In teams, that resistance comes from the natural and necessary differences in such areas as

background, training, personality style, values, pace, or priority. Blended together, these differences can create a balanced team

represented by all perspectives.


On the other hand, when differences are judged or stereotyped by team members, the

assets potentially gained from diversity become liabilities. Resolving differences

constructively is a key team leadership skill.


As people live and work together every day, they bring their histories... their past experiences, their family and social

influences, and their work experiences. From all of these sources, they've formed attitudes and beliefs, which get played out

on the workplace stage every day.


Some common areas of conflict

1. Preferred methods

Some people think that "my way is the right way." Even those who are not so rigid often secretly harbor the belief that they have learned the most efficient and effective ways to do things, and that others should really listen to them. The fact is, there are many right ways to get to a desired outcome.

2. Sharing of resources

In today's environment where people are being asked to do more with less, there is often conflict over people, budgets, tools of technology, and even supplies. When the resources are limited, conflict is often a by-product.

3. Priorities

Various people in the workplace are

responsible for accomplishing their job tasks, and they are often on different timetables

than those around them. Often people mistakenly think that others should share

their priorities.

4. Personality style differences

People have different personality and social styles, all of which are important for effective teamwork.

However, even good intentions often cannot prevent the misunderstandings that can occur between

people who think differently, approach tasks differently, and communicate differently.

5. Power struggles

The underlying need for control and power is at the root of many conflicts in the workplace. Who will have what information? Whose work

area is the most spacious or prestigious? Whose opinion counts most in the final

solution? These are fertile fields for conflict.

6. Values

Underlying every serious conflict is a value struggle. People in the workplace judge their own behavior as well as those of others by what they believe should be done, by the

values that they hold. The lack of trust runs most deeply when the individuals involved

perceive that the others involved come from an opposing system of values.

Recognizing these sources of conflict in the workplace is the first step toward being able to

do something about them. Constructive discussion of these differences can build bridges over which ongoing dialog and work can freely

pass.

When conflict in the workplace is handled constructively, it promotes growth and

problem solving.

• Handling Workplace Conflict

Identify the problem. Make sure everyone involved knows exactly what the issue is, and why they are arguing. Talk it out until everyone agrees that there is a problem, and understands what the key issues are.


Allow every person involved to clarify his or her perspectives and opinions about the problem. Make sure everyone has an opportunity to express an opinion. If necessary, establish a time limit (say, five minutes per person), and make sure each person sticks to the limit while stating his or her case. It is your responsibility to make sure all participants feel safe and supported.


Identify the ideal end result, from each party’s point of view. It might surprise everyone to discover that their visions are not so far apart after all.


Figure out what can realistically be done to achieve each individual’s goals. If action is taken, how will this affect other projects and objectives? Will the end result be worth the time and energy spent? If the attempt fails, what’s the worst that can happen?


Find an area of compromise. Is there some part of the issue on which everyone agrees? If not, try to identify long-term goals that mean something to everyone, and start from there.


A little forethought can go a long way toward preventing conflicts among coworkers. To minimize the incidence of spats, here are some preventive measures you can take:

• Handling Workplace Conflict - preventive measures

Bring issues out in the open before they become problems.


Be aware of triggers, and respond to them when you first notice them.


Have a process for resolving conflicts — bring up the subject at a meeting, and get agreement on what people should do in cases of differing viewpoints.


Make sure everyone understands the company’s goals and expectations, including what's expected of each individual. Be as clear as you can about job descriptions, responsibilities, and territories.


Provide appropriate training for all employees. Teach everyone conflict-resolution skills, and expect people to use them.


Recognize and praise accomplishment. If employees feel valued and appreciated for the work they do, they are less likely to jockey for position and start fights.


Discourage gossip, and don’t put people in the position of spying or reporting on each other. Create consistent performance review procedures that apply to everyone equally.


Make sure expectations are realistic and consistent with job descriptions.


Generally speaking, managers who successfully manage conflicts in their

organizations will experience lower rates of complaints than managers who fail to do so. Additionally, informal resolution of complaints terminates further administrative processing

and related costs.

Conflict Managers

Finally, old-fashioned civility can bring a sense of peace and harmony to an otherwise stressful workplace. Incivility in the office carries a very high price in both human and financial

terms. Conversely, a more civil workplace environment means a better quality of life for employees. Higher quality of life for

your employees means higher-quality work, which is indeed an incentive to all organizations to foster a “culture of civility” at

work.

Foster a Culture of civility at work

Consider the following. We humans are social beings. We come into the world as the result of others' actions. We survive here in dependence on others. Whether we like it or not, there is hardly a moment of our lives when we do not benefit from others' activities. For this reason it is hardly surprising that most of our happiness arises in the context of our relationships with others.

H.H. THE DALAI LAMA

Thank you!

A Vivekananda Kendra, Kanyakumari Presentation

handling conflict at workplace

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