{"id":140718,"date":"2021-08-25T09:35:29","date_gmt":"2021-08-25T09:35:29","guid":{"rendered":"https:\/\/www.regenesys.net\/reginsights\/?p=140718"},"modified":"2024-06-10T12:22:11","modified_gmt":"2024-06-10T06:52:11","slug":"8-ways-to-manage-workplace-conflict","status":"publish","type":"post","link":"https:\/\/www.regenesys.net\/reginsights\/8-ways-to-manage-workplace-conflict","title":{"rendered":"8 Ways to Manage Workplace Conflict"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text single_style=””]Dealing with workplace conflict is an inevitable part of being a leader. Conflict can arise over a disagreement over the best way to do something (process), it can arise over access to funds or skills (scarce resources), or it can arise from deep, conflicting value systems (beliefs). The first two can be addressed by active leadership, the last one is much more difficult and may require specialist interventions.<\/p>\n

\"Workplace<\/a><\/strong><\/h2>\n

Insights into workplace conflict<\/strong><\/h2>\n

Conflict in the workplace is inescapable and it\u2019s part of your job. It\u2019s going to happen, so it\u2019s best to learn the skills of conflict management.<\/p>\n

A little conflict is a good thing: it can challenge old ways of thinking, expose inefficiencies and bring innovation. When conflict is worked through, to a genuine resolution, the whole business benefits.<\/p>\n

However, conflict must be dealt with<\/a> when it becomes disruptive. When conflict goes on for too long, it poisons the organisation and destroys teamwork.<\/p>\n

Stress leads to frustration, which leads to conflict. Stress and frustration are associated with change. When conflict emerges, it\u2019s good to assess what else has been changing in the organisation, to find the cause.<\/p>\n

It’s important to note that conflict is different from competition. Healthy competition between individuals and departments should not be a cause of conflict.<\/p>\n

Causes of conflict in the workplace<\/h2>\n

Perceived differences in treatment or status.<\/strong> An individual or group may be treated differently, contrary to their expectations, and this leads to a sense of deprivation.<\/p>\n

Role conflicts.<\/strong> Many conflicts arise from roles in the organisation. The marketing manager wants lots of stock of a particular product right now; the factory manager has a production schedule incorporating long production runs to increase efficiencies. The roles are focused on different priorities, but they can be synchronised.<\/p>\n

Inner conflict<\/strong>. An individual may be going through a tough time. Personal conflicts or life events may put the individual in a bad place, and this manifests in the workplace.<\/p>\n

Different values within a group.<\/strong> One part of a group may favour personal relationships; another faction in the group may favour aggressive goal achievement. Unless the two are harmonised, conflict will impede achievement.<\/p>\n

Skill or task demarcation.<\/strong> If there\u2019s doubt about where one job ends, and another begins, conflict will ensue. Inadequate role clarification may give rise to matters falling through the gaps or assumptions that both individuals are responsible for the same output. Either way, someone is going to be upset.<\/p>\n

Ambiguous instructions<\/strong>. This is a frequent problem. A leader will give instructions and assume information not available to the recipient. The employee will then perform the tasks, but does so without the full picture. The manager then becomes angry and accuses the employee of incompetence. A\u00a0vicious spiral ensues.<\/p>\n

Opposing personalities.<\/strong> One person in the team may have a gentle easy-going personality. Another might have an insensitive communication style. This is going the result in conflict.<\/p>\n

Different prejudices and biases.<\/strong> A team member may feel hard done because of some external characteristic. Ageism, sexism and racism can play a part here.<\/p>\n

Differences in hierarchy.<\/strong> A boss may demand a certain course of action, by \u2018pulling rank\u2019. An employee closer to the actual workface can foresee problems in execution.<\/p>\n

Carry-over for a previous, unresolved conflict.<\/strong> Unsettled conflict can hang around for a long time and contaminate subsequent interactions.<\/p>\n

There are right ways and wrong ways to go about resolving conflict.<\/p>\n

Wrong ways to resolve conflict<\/strong><\/h2>\n

Imposing authority.<\/strong> I am the boss. This is how it\u2019s going to be. And that is the end of the matter.<\/p>\n

Avoiding the matter.<\/strong> Let\u2019s leave it for a day or two. The matter might resolve itself.<\/p>\n

Smoothing ruffled feathers<\/strong>. I quite understand how you feel. You are a valued employee.<\/p>\n

Compromising.<\/strong> Nobody wins in a compromise and the inevitable explosion is delayed to a later date.<\/p>\n

Right ways to resolve conflict\u00a0<\/strong><\/h2>\n

Intervention by a third party.<\/strong> Getting a third party in to mediate between you and a team member helps to depersonalise the conflict.<\/p>\n

Constructive confrontation. <\/strong>This is a specialist technique, where the leader confronts the person who is the cause of the conflict, and in a calm, structured manner identifies, analyses, and plans solutions to the conflict. It\u2019s a free and open discussion in which individuals can be frank without fear of punishment or blame.<\/p>\n

Bring it out in the open! <\/strong>Often a conflict can be resolved by bringing it out into the open and \u201cgiving it a name.\u201d This allows the team to talk about it openly and not in cliques in the break-out area or the car park.<\/p>\n

It\u2019s also possible to reduce or eliminate conflict by making shrewd institutional changes:<\/p>\n