You’re struggling to keep your employees engaged. How can effective conflict management help?

Resolving conflicts can significantly boost employee engagement. When conflicts linger, they disrupt teamwork and morale. Addressing them promptly shows employees that their concerns matter, creating a positive environment. It builds trust in leadership and encourages employees to invest more in their work and the company. Furthermore, conflict resolution fosters open communication and problem-solving. This enhances collaboration and understanding among team members. When employees see conflicts resolved positively, they feel more motivated to engage and contribute.

Effective conflict management contributes to employee engagement by resolving issues promptly, fostering a positive workplace, and ensuring employees feel valued, ultimately boosting morale and teamwork.

One thing I look for in ideal mediation cases is parties that would have an ongoing relationship. When I mediated small claims court cases, for example, there were usually fewer options for successful settlement agreements that both parties would comply with long term because the relationship was already done. Workplace disputes, on the other hand, have a lot more possibilities for outcomes, and since it's an ongoing relationship, in most cases both parties will eventually engage because the outcome could affect them longer term. So, it's a very different conversation featuring commitment and collaboration.

It's easier said than done, but this approach is key to transforming a conflict situation into a constructive discussion. Example: Consider a situation where you are speaking with a person who is constantly shouting in a team meeting. Instead of saying: Your loud voice intimidates others and is aggressive. Try: I notice you seem angry often. Is there something that I can help with? Instead of saying: Please change your behaviour to be better with others Try: I want to enhance the atmosphere at the office. Do you have suggestions? As mentioned, this conversation takes training. However, shifting the focus from the person to the problem encourages them to discuss their role as part of the solution and change their behaviour.

While I agree with this, depending on the situation, working as I do closely with team members, having spent the time getting to know team members as a person and a part of their life that’s not just work, has helped me navigate conflict very powerfully. This allows me to make gentlemen’s agreements with team members (in private) that when behavior is out of hand it gives me permission to mediate or facilitate by having uncomfortable conversations & moving them towards a more constructive conversation, it also allows me to tackle the individual’s involved, 1 on 1 after. Coach them to have better conversations & help them learn to reflect on how they managed that specific situation allowing the person to receive effective feedback.

You may also choose to focus on the goal instead of the person. The shared goal can build agreement, and it's also more motivating. From there, you can move on to discussing what conduct would be more constructive in the pursuit of that shared goal.

In my experience, following up can be powerful and also easy to ignore, as it requires effort. Follow-ups, like dressing the wound until it is cured, help in conflict management, as they: 1. Come from an area of service, 2. Demonstrate consistency, and 3. Allow time to heal conflicts organically.

Conflict is not inherently bad. Most people are scared of conflict because they don’t know how to face it and are stuck in their ways. But conflict can be so much more - it’s a great opportunity to learn from one another. Let’s teach employees and leaders that conflict is a blessing because it opens our minds to new ways of thinking and reminds us that we are individuals, not mindless drones. When we villainize conflict, we restrict creative thinking and collaboration and create a culture of “yes” people. I would encourage leaders to welcome those who disrupt the usual and invite discussion without anger, fear, or resentment. By assuming positive intent, we will have more innovative and engaged employees.

Conflict is a necessary part of teams; without it, there is only a group of people. When we have a group of people where only one person is speaking up, the other people are redundant because by their actions they demonstrate agreement with the person who spoke up. When that happens, the team and others involved don't get the benefit of the perspectives that aren't shared. That means people are making decisions without all the available information, so there's more risk of costly and embarrassing delays and errors. So, lead conversations in a way that draws out different perspectives by including people who would have different perspectives and asking strategic questions designed to elicit them.

Demystifying conflict in the workplace starts with the leader. If you're avoiding these discussions or only having them in your private one-on-ones not only are you creating a culture of secrecy you're also showing your team conflict is not something we approach as a team. Which unsurprisingly leads to more conflict through gossip, fear mongering and disengagement. You can be proactive by discussing conflict before it happens and how you expect the team to handle it and treat others. Conflict is a way to connect when handled with tact. Modeling this as a leader is key.

Don’t assume that people will follow the simple step of ‘talking’ to the other person. When there is a tension in the air, talking about it takes more skills, self awareness and courage than most people have. Have you ever phoned IT with an issue and forgotten to try turning it off and on again first? The type of intervention chosen will impact greatly on the outcome in terms of relationships and tension reduction. One which looks to gain evidence, apportion blame, or ignores the issue, will often make things worse. One which accepts the humanity behind people’s actions, encourages self reflection and ownership of action, should lead to longer lasting resolution. Time invested on building working relationships is always worthwhile.

Many fear conflict says something about their leadership. They think it's a symptom of a problem, but often it's the lack of healthy conflict that is indicative. Be part of the conversation so you can shift the conversation productively. And don't be afraid to have someone else do it instead. Frequently, when I am called in to deal with workplace disputes, the fact that I can ask more questions is the key because it draws out assumptions that fed the conflict. The fact that I'm not too close can also be helpful.