Managing Conflict in the Workplace

Christine Marchioro

IML Legislative Associate

What is Workplace Conflict? Conflict is like water: too much causes damage to people and property; too little

creates a dry, barren landscape devoid of life and color. (1)

Conflict is defined as incompatible attitudes, motives, values, expectations or activities.

Workplace conflict is defined as “an expression of dissatisfaction or disagreement with an interaction, process, product, or service.” (2)

Loosely translated: conflict is inevitable!

Not All Conflict Is Bad…Properly Managed Conflict Can Bring About Great Results!!

Stimulate innovation, creativity, and growth

Provide for better organizational decision making

Individual and group performance can be enhanced

Relationships can be improved (3)

Unmanaged Conflict Can…

Cause job stress, burnout, and dissatisfaction

Reduce communication

Damage relationships

Create atmosphere of distrust and suspicion (4)

Unmanaged Conflict Can Also…

Cost you in terms of time, money and productivity.– Time wasted spent involved in conflict– Conflict related absenteeism– Conflict affects decision-making ability– Potential restructuring around the conflict

How Do We Manage It?“Is this a private fight or can anyone join?” -Old Irish Saying

You as “The Third Side”– Bring parties to the

table– Facilitate

communication– Listen and

acknowledge – Help employees

search for a solution (5)

Examples of Workplace Conflict

Individual– The expectations of the employee and the

employer differ Two or more employees

– Personality or work ethic differences Groups

– Disagreements between labor and management

Scenario #1 You’ve asked an employee to perform a task that they perceive is not within their job description.

If they don’t comply with your request, how do you respond?

If they do comply, but question their responsibility to follow through, what do you do?

Addressing the Problem

Technique of Role Analysis

• Purpose of Role• Expectations of

employee• Expectations of

employer• Role profile (6)

Scenario #2 Two or More Employees Simply Cannot Get Along

Separate people from the problem

Focus on interests, not positions

Invent options for mutual gain

Use objective criteria (7)

Tips for Prevention…

Why Conflict Starts:– Frustrated

needs

– Poor skills

– Weak relationships

How to Prevent Conflict:– Provide

– Teach– Build (8)

References

(1) Cathy A. Constantino and Christina Sickles Merchant, Designing Conflict Management Systems (San Francisco, CA: Jossey-Bass, Inc., 1996) xiii

(2) M. Afzalur Rahim, Managing Conflict in Organizations (Westport, CT:

Quorum Books, 2001) (3) Rahim 7(4) Rahim 7(5) William Ury, The Third Side (New York, NY: Penguin Group, 2000) 140-

168(6) Rahim 104-114(7) Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement

Without Giving In (New York, NY: Penguin Group, 1991) 15-93(8) Ury 114-139