Conflicts will occur even in professional environments, but
the conflict needs to be redirected from the perception of
customers. In most conflicts neither party is right or
wrong; different perceptions have collided to create
disagreement. By managing conflicts skillfully, you can
gain cooperation, improve performance, reduce stress, solve
problems quickly, enhance teamwork, foster creativity, and
increase staff morale.
To manage conflict effectively you must be a skilled
communicator; an open environment encourages employees to
talk about work issues. Ask questions and focus on problems
as perceived. It may be as simple as conflicts about desk
position, air temperature control, public address volume,
or choice of background music, if that is what you have.
Here are some points to consider:
- Acknowledge that a conflict exists. Find out what's
happening and be open about the problem. Inquire of both
employees together to avoid appearing to favor one or the
other. Honest and clear communications is important.
- Let them express their views. Feelings of anger and hurt
usually accompany conflict situations. Let these emotions
be expressed before any problem solving takes place. After
the initial venting, let quiet discussion prevail.
- Define the problem. What is the problem, and what are the
negative aspects on work and relationships? Is differing
personalities the issue? Sometimes age difference feeds the
conflict. Are there deeper underlying causes of conflict?
- Determine underlying needs. The goal is not to find who
is right or wrong, but to reach a solution everybody can
live with. Compromise is the rule, but sometimes you need
to go beyond that. Look first for needs rather than
solutions. Find out why each party is asking for their fix
to the problem.
- Find common areas of agreement. Agree on the problem, the
procedure to follow, and the worst fears. Some small
changes can be helpful at the outset to give experience of
some success.
- Find solutions to satisfy needs. Generate multiple
alternatives, and determine which actions will be taken.
Make sure both sides buy into actions. Silence indicates
reserve, meaning no agreement. Seek to obtain real
agreement from both sides. A veiled warning about
continuing conflict may dampen the fire before it leads to
serious actions.
- Determine follow-up you will take to monitor actions.
Schedule a follow-up meeting in two weeks to determine how
everybody is doing.
- What if conflict remains unresolved? Unresolved conflicts
can be a disruption in operations, and other avenues may
need to be explored. An outside facilitator may be able to
shed light on possible solutions. When conflict becomes a
performance issue, it may lead to coaching sessions,
performance appraisals, or disciplinary action.
Anger - Dealing with anger, especially when it is directed
to you, can be a challenge. Effective listening can help
defuse anger, but when it is directed to you, it is
difficult to respond definitively. Ask for staff backup to
help regulate the situation. An angry person needs to let
off steam that may have been building for some time. Show
that you are paying attention. The person needs to know
that someone is really listening to her point of view. In
addition, the person needs to feel that you empathize with
her and acknowledge that you understand the situation. Be
attentive and patient, and the party will become less angry
as she expresses herself. Be sincere as you honestly
validate the situation causing anger. Finally, be calm as
you hear sometimes inflammatory comments in the heat of the
moment.
Conflict resolution resources ' The Conflict Resolution
Center Int'l in Pittsburgh, PA is a non-profit organization
promoting non-violent approaches to conflict resolution.
They maintain an excellent library on line, and they offer
various publications for those interested in these issues.
Managing Conflict is the web page of Douglas Noll, attorney
and peacemaker. His thesis is that peacemaking is the best
route to follow. The Maxwell School of Citizenship and
Public Affairs at Syracuse University deals with academic
research into conflict management. Finally, CaseBreakers
specializes in internet based criminal records and
background checks.
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For more management and leadership articles, please visit
http://www.CrassCaptain.com . Find Christine-Casey-Cooper's
new book, entitled The Crass Captain's Guide to
Organizational Dysfunction, on Amazon soon.
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