Managing Conflicts In The Workplace

Teams with all kinds of people - diverse backgrounds, genders, ways of thinking - are awesome! But many a time, these differences can lead to an altercation. That's where conflict management comes in. By talking openly, listening to each other, and finding common ground, we can turn disagreements into learning experiences that make the whole team stronger.

What is Workplace-Conflict?

Conflict in the workplace signifies clashes in opinions and thoughts among different individuals or factions as their demands, preferences and values are not similar. Quarrels are a problem that can slow down the occurrence of events at work; hence, it can be due to personality clashes, lack of direction or resource distribution disputes. This can lead to tension, anxiety, disagreements and even aggression.

A.?? Personal Conflicts

1. Intrapersonal Conflict: This is an internal conflict experienced by an individual. Reasons for this could be:

1.1 Ethical Dilemmas/ Value Conflict: When an employee's values clash with what the organization expects Struggling between what's right and what's expected at work.

• Reason: Qualification, experience & skills are not utilized properly without adding value to the current role.
• Example: A new joiner is not raising his voice against the old employee who is taking credit for his work.

1.2 Role Conflict: When job demands pull an employee in different directions.

• Reason: When employees need to work on tasks that are other than their expertise and KRA.
• Example: One employee who had been hired for the role of an Accountant but his manager has given the data for sales-calling.

1.3 Work-Life Conflict: This is what happens when the pressures of their job get in the way of someone’s private life on the one hand, and the other way around. If their family ties are very close, it may not be easy for them to have a proper balance between professional duties and everyday activities. This can be the reason for conflict:

• Reason: Employees may struggle to meet deadlines or be given extra work since one is not able to find time for one’s families.
• Example: An employee needs to leave early for a family event but feels pressured to stay late to finish a project.

1.4 Hierarchy and Respect: In workplaces, there's a strong emphasis on hierarchy and respecting seniority. This can lead to conflicts when:

• Reason: Younger employees feel their ideas are disregarded simply due to their age/experience level.
• Example: A young, tech-savvy employee proposes a new social media marketing strategy, but it's dismissed by an older manager who prefers traditional methods.

2. Inter-personal Conflict: The term 'Inter-personal Conflict' refers to any trouble between two or more individuals. That is a conflicting situation. Reasons for this could be:

2.1 Personality Clashes: Fundamental incompatibility in working styles or communication preferences.

• Reason: It happens due to differences in Employee background, experience, working styles, and personality.
• Example: One is software-friendly and wants to work with automation, but the other is ok with manual processes.

2.2 Communication Styles: Communication styles in India can be indirect and deferential. This can lead to misunderstandings:

• Reason: Employees may hesitate to voice disagreements or concerns directly, leading to frustration and resentment.
• Example: An employee feels overworked but avoids directly telling their manager due to fear of being seen as disrespectful. This leads to resentment and stress.

2.3 Differing Goals: Individuals working towards different objectives that create conflict.

• Reason: It happens due to goals aligned to meet personal needs, ambitions and career advancement.
• Example: One works to justify his Salary only but the other is working not only for salary but also for intangible benefits.

2.4 Competition for Resources: Limited resources like promotions, restricted budgets for additional activities, or achievement recognition per quarter can lead to conflict.

• Reason: The availability of limited growth in terms of promotions, career advancement, lucrative incentives, burden of additional responsibilities without any increment.
• Example: There is only one vacancy available for the role of manager in a department, but four Assistant managers are eligible for consideration.

2.5 Miscommunication: When unclear or misleading communication leads to misunderstandings and resentment.

• Reason: Unstructured and incomplete communication flowing from top to bottom or vice versa.
• Example: After receiving separate instructions from two superiors, the subordinate is in a state of confusion, about whom or what to follow.

B.?? Group Conflicts

1. Intragroup Conflict: This is conflict within a team or work group. Reasons for this could be:

1.1 Unclear Roles: Ambiguous responsibilities or overlapping duties can cause confusion and resentment.

• Reason: when team members are not clear about their individual responsibilities, it can result in tasks being neglected or multiple people working on the same thing without coordination.
• Example: Hiring an accountant but without a proper discussion about his role / KRA.

1.2 Ineffective Communication: Misunderstandings or lack of information sharing can lead to disagreements.

• Reason: The task has not been allotted to an employee with proper information.
• Example: The manager asked his subordinate to prepare employee data without informing the heads to be mentioned in the report.

1.3 Unhealthy Competition: When team members compete rather than collaborate.

• Reason: Showing a new joiner as superior in front of experienced employees or ignoring the performance of experienced employees.
• Example: An employee feels they are constantly passed over for promotions because they are not part of a particular social group within the company.

1.4 Unequal Workload: When some team members feel that they are doing more than their fair share of the work.

• Reason: Placing extra workload on a capable employee without trying to align and train the remaining team members with suboptimal performance.
• Example: “A” is the recruiter who is closing the maximum positions in a month and “B” is not meeting the target. So, the manager has decided to assign more positions to “A” instead of “B”.

1.5 Lack of Transparency, Favoritism and In-Groups: At some workplaces, there can be a culture of favouritism towards certain groups or individuals. Sometimes, when certain individuals are treated differently or favoured, others may feel excluded and even a bit annoyed. The workplace is in a very somber mood when people feel like they are being made to adhere to decisions that are quite vague and unclear.

• Reason: Hiding the information from one team member and sharing the same with another team member.
• Example: An employee feels they are consecutively passed over for promotions because they do not belong to a particular group (informal social groups managed by his superior, social media group, Religious group etc.) within the company.

2. Intergroup Conflict: This is a conflict between different departments or work units. Reasons for this could be:

2.1 Differing Priorities: When departments have different goals that can come into conflict (e.g., sales vs. marketing).

• Reason: Different priorities for performing tasks.
• Example: Engineering is focusing on completing the project without Hassle, but the Accounts department is taking time in waiting for approval to release the funds.

2.2 Stereotypes and Biases: Preconceived notions about other groups can lead to prejudice and hinder cooperation. When negative preconceptions about other groups lead to hostility and suspicion.

• Reason: Stereotypes and biases create a mental shortcut that fuels discrimination.
• Example: Assuming all teenagers are irresponsible and casual can lead to mistrusting a young applicant for a job.

2.3 Competition for Recognition: Departments vying for credit for achievements can create conflict.

• Reason: Desire for departmental prestige can lead to finger-pointing and downplaying others' contributions.
• Example: The marketing team might downplay the role of sales in a successful campaign launch.

2.4 Competition for Resources: When departments vie for limited organizational resources like open budget or unaccounted-for recruitment personnel.

• Reason: The scarcity of resources creates competition between departments.
• Example: Marketing and engineering might compete for a limited budget to fund their respective projects.

C.?? Organizational Conflicts

1 Interorganizational Conflict: This is a conflict between your organization and external entities. Reasons for this could be:

1.1 Competition: Businesses competing for market share or resources can experience conflict.

• Reason: Competition for customers within a given geography.
• Example: Two fast-food chains are battling for the same customers available in an area.

1.2 Mergers and Acquisitions: Disagreements during integration or restructuring can lead to conflict.

• Reason: Disagreements during integration or restructuring.
• Example: When conflicts arise during the Merger of two different companies due to different cultures and work styles.

1.3 Supplier or Customer Disputes: Unresolved long-standing disputes with suppliers or customers can create friction.

• Reason: Not meeting the expectations or disagreements on contracts, deliveries, or payments.
• Example: Customer Disagreement on product quality and delivery schedule with the supplier.

1.4 Competition for Customers or Market Share: When businesses compete in the same industry.

• Reason: Similar types of products are manufactured and sold by different companies.
• Example: Two companies are selling similar products or services like soft drinks, milk, soap, (FMCG product, white goods) etc.

2. Intra-company / Inter-department Conflict: Large companies may have departments with very different work styles and goals. This can lead to competition for resources and finger-pointing when projects go wrong while working on a common project.

• Reason: Two departments' different work styles and goals can create conflict when assigned a common project.
• Example: Clash on executing project deadlines between the Sales and engineering departments.

How Should Conflicts at Work be dealt with?

It may be surprising, but conflict is normal in all collaborative settings, although the word itself may sound terrifying. Conflicts and divergent viewpoints are unavoidable; however, this need not necessarily be negative. Good management and solutions can turn it into a diverse organization in itself.

So, how do we navigate these workplace conflicts? Here's a roadmap to fostering a culture of healthy conflict resolution:

Factor to keep in mind: Conflict management Or avoidance:

• Competing: Pushing your agenda, often in a forceful way.
• Avoiding: Simply sidestepping the issue altogether.
• Accommodating: prioritizes the other party's needs over your own.
• Compromising: Finding a middle ground.
• Collaborating: Seeks a win-win solution that addresses all concerns.

Possible ways to resolve conflicts :

1. Understanding Conflict Styles: Not All Battles Are Created Equal: People handle conflict differently. Some prefer confrontation ("competing"), while others seek compromise ("compromising"). Some prioritize harmony and avoid conflict altogether ("avoiding"), and those who readily give in to maintain peace ("accommodating"). Recognizing these styles in ourselves and colleagues is crucial for choosing the most effective approach.

2. Intervention: When to Intervene? let’s figure out: Early intervention is a “nip in the bud”.? Managers or HR professionals can facilitate a conversation between the involved parties to arrive at a mutual/level playing ground. Here are some key steps:

From Sparks to Resolution: A 5-Step Approach

When conflict does erupt, a structured approach can help find solutions:

I.???? Create a Safe Space: Find a neutral location where both parties feel comfortable expressing themselves openly.

II.????Active Listening is Paramount: Allow each person to explain their perspective without interruption. Practice summarizing their points to ensure understanding.

III.?? Identify the Root Cause: Don't get bogged down in the details. Focus on the underlying issues causing the friction.

IV.??? Brainstorm Solutions: Encourage both parties to propose solutions that address the core issues.

V.????Find Common Ground and Compromise: Seek solutions that benefit both parties and align with organizational goals.

3. Choosing the Right Approach:

There’s no one way to conflict. It depends on the problem and the people involved. Here are some options: Facilitation, Mediation, and Arbitration.

4. The Power of Collaboration:

Conflict can be good. Managed properly, it leads to better decisions, innovation and team spirit. Colleagues can build trust, respect and understanding when they work through differences constructively.

5. A Conflict-Competent Workplace:

Training programs for conflict resolution give employees the skills to conflict productively. Open communication and early intervention make all the difference.

6.?The Role of HR and Leadership

HR mediates conflict. They’re neutral, communicate and enforce policies. Leaders set the culture. By demonstrating respectful communication and conflict resolution skills, they model the behaviour expected from all employees.

7.?The Power of a Positive Outcome

Conflict can be a good thing. It can lead to new ideas, better communication and stronger working relationships. Investing in conflict resolution creates a more collaborative, productive and ultimately successful workplace.

Conflict isn’t about eliminating all disagreements. It’s about creating a space where healthy debate can happen better decisions are made and a more engaged workforce. By open communication, empathy and solutions focus you can turn conflict into a force for good.

Remember: Conflict is not a weakness. It’s part of collaboration. By giving employees, the tools and a culture of open communication you can turn conflict into a launchpad for growth.

To summarize, conflict management is essential for any organization. By having clear processes, open communication and a culture of empathy and respect you can make conflict a force for good not a barrier to success.

Disclaimer

This article, penned by Utkarsh Sahay, Abhay Prakash & Bhaskar Sen has offered a general peep at "Managing conflicts in the workplace".

The content expressed is solely the author's and does not reflect the views of their employer, company, institution, or other affiliated parties.