Conflict at Work? These 6 Tips Help You Take Control

Got workplace conflict? Don’t panic — not all conflict is bad. In fact, much of it is normal and can even facilitate creativity and growth.

But certain conflict types can be dangerous and may even risk the success of your business. That’s why, as a manager or business owner, you need to identify all of the factors in any conflict.

Signs or consequences of conflict vary, the most common being decreased productivity, increased absences or turnover, more complaining, polarization and a strained atmosphere. Conflict tends to breed more conflict.

As a manager it is important to recognize the conflict as quickly as possible, say public relations and crisis communications experts like Rosemary Plorin. Conflicts that linger become chronic and can do real permanent damage. Departments and companies can get a reputation for not being a good place to work. Conflict can seriously diminish productivity and output. A manager’s career can be negatively impacted if they are seen as not being able to address and resolve conflict. Companies want resolution.     

If you think conflict in your business may be hurting more than helping, take these steps to help resolve the conflict and build a more cohesive culture.

1. Identify the Symptoms and Track Down the Causes

Because conflicts show up in many different ways, the first step is to identify all of the changes that have taken place as a result of the conflict. For example:

• You have recently gotten calls for other departments about work that has not been done on time
• People are coming into the office and complaining about someone or something
• Some people are no longer speaking up at staff meetings
• Departmental reports are showing changes that do not have a clear cause
• People are not eating together in the cafeteria
• There are an unusual number of closed office doors
• There are fewer project team meetings

Put all of the symptoms together to build a picture of what the conflict is actually based on.

2. Determine Who Is Involved and Why

On the surface it may seem that a lot of people are being drawn into the conflict. They may actually be observers taking sides. It takes some time to eliminate those who are not at the heart of the conflict and to find those who are. Follow what you see happening down a logical trail to the people responsible. Staff opinions might be informative but are not the final word on who is at the center.

3. Talk With Each Person Involved

People need to know that you are aware of the conflict, that it is impacting business and that you are concerned.

Explain the impact the conflict is having on the business and on co-workers. Keep the discussion focused on the conflict and possible solutions and not the people. Even if the issue actually does relate to an underperforming staff, stick to discussions on impact. Issues with a particular staff member will come out in the conversation without making the discussion a personal character discussion.

Conflicts evoke emotions; a manager’s job is to provide objectivity and investigate the facts. It can be easy to be swayed by emotion but does not lead to the best resolution. Ask for ways to resolve the problem — sometimes those are the best.

4. Take Time to Identify Conflict-Resolution Options

Think beyond the emotions and take the position of the company. What does the company need to have happen? What do other departments need? What do the impacted staff need? And what do the people directly involved in the conflict need to do and when? Even personality conflicts need to be managed. These conflicts do not go away but people need to cooperate to get the job done.

5. Clearly Communicate the Actions

Sometimes you’ll need to engage the impacted staff as part of the solution. Say the same thing to everyone. Be consistent. People will talk about what you said; what you want to hear is “that’s what she told me, too.” Don’t delay: The more quickly everyone impacted hears that the conflict has been resolved, the more likely that the associated resolution works.

6. Follow-up to Assure Resolution

Follow-up reinforces that you are paying attention. Bring to people’s attention the measurable results that show the resolution is working. When staff know there is a way to record their actions, they are much more likely to follow-through. If conflicts still exist but are getting better, give it time; tell staff that there is work to do.

Conflict management is an important skill to develop. Having a process to use helps, particularly the first few times there are staff conflicts that need to be addressed. Your employees want conflicts to be resolved, and having a manager that takes their conflicts seriously is someone they want to work for. Management builds confidence and open up advancement opportunities when they know someone can respond to and resolve problems.