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Managing Conflict

Understanding Conflict

Conflict can / will occur whenever people interact Conflict is the result of individuals having different needs, interests, and goals It can be a highly destructive force if left unchecked, and lead to lowered productivity and morale
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Sources of Conflict

Need Based Conflicts

Multiplicity of needs incongruency of needs needs dissatisfaction dilemma of choice

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Sources of Conflict

Work Environment & Conflicts

role as a source of conflict task / job interconnectedness and conflict line and staff conflicts conflict-prone jobs

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Sources of Conflict

Organisational Factors & Conflicts

authority and responsibility excessive or low standardisation transfers communication scarcity of resources

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Sources of Conflict

Goals & Conflict

win - win conflict lose - lose conflict win - lose conflict difference in goals & objectives

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Sources of Conflict

Individual Factors
difference in culture difference in education difference in status difference in ideology & attitude difference in experience competition & conflict

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Resolving a conflict in a positive manner

"I" versus "You" Anticipation Self Interest Attitude Talk Ensure Clarity Using the Stick

The goal is to produce a win / win solution for everyone involved.

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"I" versus "You"

The word "you," generally puts the listener on the defence You can be treated as accusatory It can produce resistance in the listener, who will often miss the message in trying to defend himself / herself.

Wrong "You will have to do this today." Right I want it done today."
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Anticipation

Anticipate the reaction of others to your statement Focus on the main - it will create atmosphere of respect and lead to open discussion Address the person directly - respect their ego

Wrong "I need a man to help me." Right "I need you to help me lift this."

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Self Interest

Know what the persons interests are in order to "sell" them your desires or needs Interests can include money, power, popularity, status, promotion, and security. By appealing to the appropriate interest, you can win the assistance you are seeking

Wrong "I need you to help me tomorrow with another special function. I know no one likes to do these, but that comes with the territory I guess." Right "I need you to help me with the special function tomorrow; you were indispensable the last time you assisted."
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Attitude Talk

A person's body language can give clues to his attitude If an employee's body language contradicts his verbal response, chances are you will not have his full co-operation

Wrong A supervisor says, "I need your help now. No ifs, ands, or buts!" The employee, who is in the middle of a dozen things, runs her hand through her hair, shakes her head, and sighs deeply before saying "Okay." Right A supervisor asks an employee for help. Her body language indicates that she hasn't been able to get anything done because of too many interruptions. The supervisor says, "I see you're in the middle of something, this can wait a while. See me after lunch, okay?"
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Ensure Clarity

Being unsure of the priorities for a job can lead to conflict Eliminates confusion and increases positive relationships

Wrong An employee is scraping the dishes when the supervisor asks her to help a co-worker. Her conflict is whether to finish scraping the dishes or to leave them in order to help the co-worker. Right The supervisor says, "I need you to help Sue, but I see you're scraping the dishes. How long will that take?" Employee answers, "I will be able to help Sue in about an hour." Supervisor suggests, "I could have Jane finish scraping the dishes so you can help Sue now."

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Using the Stick

Should be the last resort in resolving conflict Impress upon the person that he must accept the consequences of his actions / behaviour Offer help, if required

Wrong Employer says, "John, you've missed a lot of work. You know the company's policy, don't you?" Employee says, "I can't get here if I don't have a car; I guess I'll have to quit." Right "John, I've noticed you've missed several days of work. I need you to be here when scheduled. Is there some sort of problem? Employee says, "I've had car trouble lately." Employer suggests, "Can you get a ride with someone else until it's fixed?" Employee indicates, "I dropped it off at the garage today. I won't be missing any more work."
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In addition

Resolve your internal conflicts Put yourself in other persons shoes Listen to what they need Set your own priorities Discuss the situation calmly Come to a mutually agreeable solution Follow up in a few weeks
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These techniques can be used together or separately, depending on the conflict. The best way to approach any conflict is privately. Public displays can create create tension and aggravate the original problem. When managed properly, conflict can enhance a workplace by creating a win/win situation that benefits everyone involved.
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