Workplace Conflict

Conflict in the workplace is a fact of life, and the sooner managers become familiar with techniques for handling it, the better.

Of course, if it weren't for people, the workplace would be very easy to manage. People bring their unique values, experiences, ambitions, and personalities to the workplace. This mix can often result in innovative ideas and a more flexible team environment. However, if not managed properly, it can also result in conflict, poor team morale, and poor performance.

Workplace conflict is a time-consuming and costly problem that can have a severe impact on the bottom line. Yet, many leaders lack the ability to confront the softer issues that are often involved, such as employee relationships within organisations.

Most managers would like to be able to manage conflict more effectively, prevent unnecessary conflict, create a safer workplace in the broadest sense and to improve personal relationships among workers generally.

Conflict can often create:

• Lost productivity, for team members who are preoccupied with interpersonal conflicts and unmanaged differences of opinion, rarely provide quality customer service or contribute to their full potential.
• Perception costs occur where teams with members who don't seem to get along or who openly challenge each other, will often be viewed as less competent and trustworthy.
• Attrition within the team, for very often, excellent people just grow weary of the negative environment.

Some proven approaches for effectively managing conflict in the workplace include:

• Do not avoid it and just hope that it will go away. In the vast majority of cases, conflict won’t go away of its own accord. Even if the conflict appears to have been superficially put to rest, it will rear its ugly head whenever stress increases or a new disagreement occurs. An unresolved conflict or interpersonal disagreement can fester for a long time just under the surface.
• It is not a good idea for a manager to meet separately with people in conflict. This approach tends to polarise people and their positions.
• Managers have to recognise that workplace conflict always affects more people than the immediate “participants.” The stress of the dispute can reach the whole department, work unit or organisation. And that’s not conducive to a productive environment.

Most commonly, there are two types of conflict that arise within organisations.

• Conflict over business ideas, decisions or actions: In this sort of situation, those involved should try to stick to the issue and appreciate that other people have different, yet valid, opinions. Almost always, the dilemma can be resolved if all parties show good will, if they all work towards a resolution and are prepared to compromise.
  
• Conflict caused by personality clashes:  In this case the conflict will most likely continue unless attitudes and behaviours are changed.

People involved in personality clashes should think about how much energy they can waste in disliking the other person, and how that energy can be invested in more productive ways. And they should try to at least be reasonable and polite to the other person.

It’s reasonable to promote the idea of a conflict-free workplace, but the reality is that workplace conflict isn't all-bad. It doesn't necessarily have to be harmful or destructive.

It is possible that the very differences that create conflict can at times provide the spark which energises the team and results in productive benefits such as enhanced creativity, innovation and quality.

In most situations, disagreement can be considered healthy when it:

• Gets hidden feelings out in the open where they can be dealt with, by both/all parties;
• Moves a relationship out of a rut;
• Develops confidence in a relationship; and
• Promotes genuine interaction between people.