Getting to Grips with Conflict

Conflict is inevitable for any organisation but that does not mean that it is a bad thing.  Indeed, many leading business managers believe that conflict is really a sign of an effective business.  Wherever there is a free flow of ideas, creativity and activity people are going to disagree. 

However, if an organisation cannot manage its conflicts the costs will be measured in employee dissatisfaction, reduced productivity, falling customer service, increased staff turnover, increased absenteeism and increases in stress-related illnesses.  If not managed properly, internal conflicts can lead to employee lawsuits with managers being accused of harassment, wrongful dismissal, bullying or forcing employees to work in a hostile environment.

There are a number of misconceptions about how organisations should approach the management of conflict.  First, conflicts will go away of their own accord if ignored.  While minor disputes may well evaporate over time, the larger tensions need to be addressed.  Second, there must always be a winner.  In any organisational dispute, all sides must be able to take have some "positives" in the resolution.  Compromise is one of the most important elements of conflict resolution but this can only be achieved were then as a spirit of openness, goodwill and mutual respect.  Every conflict can be resolved.  While this is highly desirable, the reality is that it is not always possible to arrive at a mutually acceptable solution.

When there is conflict within the senior executive team, it can be very different from the tensions felt by staff working at the customer-edge.  Conflict at senior levels of management can have subtle, but highly damaging, impacts on an organisation.  The CEO has to step in and clearly stated that hostility, aggression and other negative attitudes are not acceptable.  It is important that the management team clearly understands and responds to the CEO’s strategic vision and that the team focuses on their responsibilities and deliverables.  Sometimes, organisations can benefit from experienced facilitation using consultants or coaches to observe, but not direct, the executive team at work.  A neutral outsider can often help the team to address issues and help members to find ways of resolving conflicts.

Research shows that the factors then encourage organisational conflict include an absence of compelling vision from the top, undue importance placed on staff to cut costs or maximise profits, poor recruitment decisions, lack of communications and lack of accountability.  Without positive action, inter-personal or inter-departmental disputes can last for months on years.  Unhappy staff will leave the organisation and those who stay will concentrate on protecting themselves from the fallout resulting in no commitment to the organisation's mission or goals.

So how should organisations manage conflict?  There are a number of things that managers can do to promote the right kind of culture, such as:

When conflicts arise, it is important that the manager set out clear communication rules for the parties avoiding personal attacks and promoting openness, respect and consideration.  Managers must know how their own values influence their approach to conflict management.  It is also very important that all sides in a dispute are treated equally and fairly in applying rules.  Encourage people to avoid using emotive language and to focus on the issues.

When conflict cannot be avoided, there are a number of different resolution strategies available to the manager.  Giving-in for the sake of preserving harmony may work occasionally in situations where one of the people involved is clearly in the wrong.  However, accommodation usually means appeasement surrendering principles for temporary expedients.  Compromise requires the disputing parties to cooperate and exchange concessions.  Mediation is often useful for this strategy.  Competition requires that one side must win often resulting in repressed anger leading to further conflict.  Collaboration involves each party committing to finding a mutually acceptable solution.

The key to success resolution to conflicts is be to separate the people from the problem.  Become a joint problem-solver with the each parties by sitting on the same side of the table rather than a face-to-face (i.e. confrontation) position across the table.  Use a flip chart or “whiteboard” to capture the essence of the dispute.  Get the parties to be specific in their description of the problem.  Do not attempt to resolve all conflicts immediately; sometimes it is inappropriate e.g. in the middle of a group meeting.  Instead, inform the parties that in the issue will be discussed afterwards in private.

Sandy Pratt is a director of 4-consulting, click here to view his profile.