Conflict Managment

Conflict is an inevitable aspect of any workplace environment, stemming from differences in thoughts, attitudes, interests, and perceptions among individuals. Therefore, conflict management becomes essential to identify and resolve these clashes effectively, minimizing their adverse impacts. Before we get into the practice of conflict resolution, it is worthwhile to understand the social psychology that influences our disputes. To begin, we will look at the anatomy of conflict and how we get caught in the cycle of "Name, Blame and Claim".

Conflicts arise from various sources, such as:

• Differing requirements on time
• Varied approaches to achieving goals
• Status or role discrepancies

Firstly, individuals often find themselves trapped in a cycle of 'Name Blame Claim':

Name: it's when one admits they've been hurt or acknowledges the experience as traumatic

Blame: it's when the injured party believes someone else is responsible for their injure or that they are the cause of the deprivation

Claim: the injured party communicates this finding to the guilty party. If the guilty party takes no action in response to their claims, it escalates into a dispute

For example, let's say Sarah forgets to inform her colleague Mike about an important meeting. Mike feels excluded and accuses Sarah of not adhering to the team's communication protocol. This accusation marks the beginning of the name-blame-claim loop.

Additionally, conflicts in the workplace can be categorized based on their nature:

• Relationship Conflict: This type of conflict arises from clashes between personalities. It's often characterized by negative interpersonal behaviors like snide remarks, avoidance, or direct arguments. While dealing with relationship conflicts can be emotionally taxing, managing them effectively can lead to positive outcomes.
• Task Conflict: Task conflicts stem from disagreements regarding goals or objectives within an organization. These conflicts often involve various organizational functions, each with its own priorities and charters. However, addressing task conflicts can spark productive discussions on resource management and organizational strategies, offering valuable insights.
• Process Conflict: Process conflicts emerge from disagreements over the methods used to achieve a goal. Unlike task conflicts, which focus on goals themselves, process conflicts revolve around decision-making processes. Resolving process conflicts can lead to the discovery of more efficient ways to accomplish objectives.
• Status Conflict: Status conflicts revolve around disagreements over personal responsibilities within a team or organization. These conflicts commonly arise when determining leadership roles or assigning credit for accomplishments. Successfully resolving status conflicts can bring clarity to team dynamics, enabling more effective collaboration and task completion.

There are 5 conflict management approaches to address conflicts:

1. Accommodating:

lose/win situation

Embracing a " I lose, you win" scenario where one party yields to accommodate the needs of the other. The accommodation strategy is employed when:

• When the issue being argued is not as important to you as it is to the other person.
• One party aims to demonstrate fairness and willingness to compromise.
• There's a desire to encourage others to voice their opinions freely.
• Preserving the relationship outweighs engaging in a contentious debate over the issue.

2. Avoiding:?

lose/lose scenario

This conflict management style involves simply disengaging from the conflict, resulting in a "lose-lose" outcome.? In this case, you would continually avoid the person or the issue. This approach is most suitable:

• When all parties perceive the issue as minor and anticipate it resolving naturally over time.
• When it's necessary for the involved parties to take a break and allow emotions to settle.
• If there are others better equipped to address and resolve the conflict than the directly involved parties.
• When additional time is required before addressing the issues becomes feasible.
• If managing the situation may potentially harm all parties involved.

3. Compromising:?

win/lose – win/lose situation

This conflict management style gives you the opportunity to seek a middle-ground solution where both parties concede and gain, resulting in a "win-lose, win-lose" situation. This conflict management style gives you the opportunity to find a middle-ground solution for everyone involved. Compromise is most effective:

• When all involved parties possess equal influence and authority.
• To arrive at a provisional solution for complex issues.
• To attain a resolution under time constraints or other limiting circumstances.

4. Collaborating:?

win/win situation

This scenario offers mutual benefits, but it demands significant effort and cooperation to navigate through disagreements effectively. It hinges on trust and dedication from all parties to resolve issues at their core. Each party must be open to understanding and empathizing with the perspectives of others. Collaboration is best suited when:

• All involved parties are ready to explore alternative solutions collectively, potentially uncovering options they hadn't considered individually.
• Addressing longstanding issues requiring a deep dive into their root causes.
• Balancing non-negotiable objectives while maintaining positive relationships among parties.
• Dealing with diverse backgrounds and perspectives among the involved parties.

5. Competing:?

win/lose scenario

Insisting on one's own argument until it prevails, leading to a "win-lose" outcome.

This strategy is most suitable in the following circumstances:

• When all other attempts at resolution have been exhausted without success.
• During urgent situations where swift, decisive action is necessary.
• In cases where unpopular decisions must be implemented promptly, and there's no room for discussion.

There are also common pitfalls that can ruin any negotiation. Here are some of them to steer clear of:

1. Avoid Generalizations:

Instead of making sweeping statements that generalize someone's behavior, focus on specific instances and facts.

For example, rather than saying "You always miss deadlines," provide feedback based on specific instances, such as "This task wasn't completed by the deadline."

1. Address Issues, Not Individuals:

When addressing work-related problems, it's crucial to focus on the issue at hand rather than attacking the person. Offer constructive feedback and frame requests in a way that encourages collaboration and improvement.

For instance, rather than questioning someone's competence, address specific gaps in their work and offer support in rectifying them.

1. Stay Focused on the Present:

Avoid bringing up past grievances or experiences unrelated to the current issue. Stay focused on addressing the immediate concern and finding a solution that benefits everyone involved.

For example, instead of bringing up past issues like, 'Last time I had to do all the work, so now I'm going to watch how you make things work, when you have no access to data and no time!' (this focuses on past problems), it's better to ask, 'How do we share the workload for this project evenly and fairly?' (focusing on task distribution for this project only).

1. Focus on Solutions, Not Blame:

When faced with ethical violations or conflicts, prioritize finding solutions rather than assigning blame. Instead of accusing someone of misconduct, focus on addressing the issue at hand and collaboratively working towards a resolution.?

Attack: Ivan never gets any work done in the group, he just uses the results’ of other people’s work.

Response: Can you explain specifically what you propose?

VS. I do not think it’s appropriate to discuss other people’s bahaviour in a team. We can discuss task distribution when we have a list of tasks at hand. At the moment we are discussing X, let’s get back to that.

Step-by-Step Conflict Resolution Guide:

Example Conflict Resolution Scenario:

Let's imagine a scenario where two colleagues, Alex and Taylor, are experiencing a conflict over the division of responsibilities for an upcoming project.

Define the Conflict:

Alex feels overwhelmed with their workload and believes Taylor is not pulling their weight. Taylor, on the other hand, feels they are contributing equally but perceives Alex as being controlling. The conflict seems to stem from a misunderstanding of each other's perspectives and expectations regarding their roles in the project.

Prepare for the Discussion:

Both Alex and Taylor agree to meet during lunch in a neutral setting away from their desks. They come prepared with notes outlining their concerns and goals for the discussion. They commit to listening to each other's viewpoints without interruption and agree to approach the conversation with an open mind and a willingness to find a resolution.

Establish a Negotiation Process:

During the conversation, Alex and Taylor ask probing questions to better understand each other's perspectives. They realize that their conflict arises from differing expectations about their roles and responsibilities. They acknowledge each other's emotions and express empathy towards one another's concerns. They establish ground rules for respectful communication, such as speaking calmly and refraining from personal attacks.

Reach a Resolution and Develop a Strategy:

After brainstorming various solutions, Alex and Taylor agree to reassess their project timeline and divide tasks more evenly based on their strengths and availability. They also decide to schedule regular check-ins to monitor progress and address any emerging issues promptly. They document their agreements in writing to ensure clarity and accountability.

Restore Relationships:

Alex and Taylor reflect on their conversation and the progress they've made in resolving their conflict. They recognize the importance of maintaining a positive working relationship and commit to rebuilding trust and mutual respect. They apologize for any misunderstandings and express gratitude for each other's contributions. They agree to continue fostering open communication and providing constructive feedback to support each other's growth and development.