Approaching Workplace Conflicts

Let's be honest. No one likes conflict. I mean, yes, there are some people who seem to handle conflict better than others, or even some who are always found in association with conflict, but the fact is that most of us will avoid conflict with another person at all costs. In a recent survey by Pollack, it was discovered that nearly 66% of employees experience some sort of intrapersonal conflict at work and nearly 27 % of those people claim that the conflict was with their supervisor. The reality is that if you're running a business, or if you're in any type of leadership capacity at all, you will eventually have to deal with some kind of workplace conflict.

While it may be uncomfortable to deal with, it is important to make sure that our approach to workplace conflicts is well-planned and efficient. I want to offer you just a few suggestions on how to correctly approach conflicts in the workplace. For the sake of context, these suggestions are given to the leader/manager/boss who is responsible to try to resolve the conflict; not someone who is directly involved in the conflict.

1. NEVER JUMP TO IMMEDIATE CONCLUSIONS.

The first step in approaching a conflict, with the intention to resolve it, is to listen carefully to all affected parties and consider every version of the story. Remember, there are always at least three sides to every story: the first person's, the second person's, and then the truth. As you interview and speak to the complaintants, be careful not to make swift judgements or conclusions. Listen and absorb the information first. Consider all possible outcomes and cross reference the versions of events to uncover truths and discrepancies. Things are rarely what they seem.

2. IDENTIFY PATTERNS OF BEHAVIOR.

Conflict is rarely the result of a singular personality. Usually, conflicts result after a certain pattern of behaviors towards another person have continuously caused an aggravation, or offense, against a person's values or beliefs. Instead of focusing on opposing personalities, or "excusing" someone's disposition because of their personality type, focus on the pattern of behaviors that led up to the point of contention. Remember that a personality type, or predisposition, is never an excuse for bad behavior.

3. CORRECT UNWARRANTED BEHAVIORS AND MISCONDUCT.

This is the not-so-fun part of management. As you establish a stronger understanding of the situation, and you have identified the patterns of behavior from each party that could have led to the conflict, then you must make the necessary corrections. Correction can be as simple as having a "coaching" styled discussion for less severe offenses; contrarily, corrections can be as severe as a write-up and even termination, if the offense warrants it. No matter who the offender is, or what their role is in your company, job necessity can never be allowed to prevail over misconduct. You need to make it clear that you value character over talent.

4. FIND OPPORTUNITIES FOR GROWTH

Generally, conflicts stem from a lack of understanding of another person and poor communication. After the necessary corrections have been made, take the time to identify opportunities for growth of the individuals involved with the intention of helping them avoid this conflict again in the future. If the root cause of the conflicts are never addressed, then the person will soon find themselves back in the same spot again. So take the time to coach them and help them identify how they can avoid these conflicts in the future.

5. ACKNOWLEDGE THE EFFORT FOR RESOLUTION.

Sometimes conflict resolution takes time and may even result in discovering greater issues in a person, in a group of people, or even in a whole department. No matter the final outcome, always focus on building up the unity of the team and acknowledge them for the effort at finding resolution. It is not easy for some people to be open about the conflicts they experience. Some employees may even fear retaliation for being open. So, it is important to acknowledge their efforts and make it known that your door is always open. Never diminish someone for coming to you.

While it may be uncomfortable at times to deal with workplace conflict, it is the responsibility of every leader to learn how to approach these moments and how to find the best possible resolution! If you need more guidance or even assistance with workplace conflicts, FBS can assist you with these employee relational concerns!

All the best,