So You Have Conflict in Your Workplace?

Conflict in the workplace is inevitable at times - it is how you cope with it that matters.

In other words (and to put it in perspective), grievances and aggravations are part and parcel of life.

Very often it is only when a problem has become prolonged or is affecting an employee’s work, that intervention is required.

However, research has shown that when it is carried out - the remedy must be swift and effective.

Unfortunately, according to Australian Institute of Management (AIM) writer Jane Caro, sometimes this can be just the start of the problem.

This is because when a manager does not handle a complaint well - it can often be exacerbated.

Caro cites an example at one of her own former places of employment where she herself registered a complaint to the HR manager - only to be told by him that she shouldn’t worry about it - and should instead try taking a look at all the problems he had.

Very reassuring, thought Caro!

Indeed, she found that advice so unhelpful that she soon left the organisation.

The reality of workplace conflict is that organisations need to have very clear policies in place to deal with it.

In her article, Caro cannot overstate enough the importance of open, non-judgmental lines of communication.

If you are a manager handling workplace conflict - even though you may not be thrilled with the idea of dealing with it – try to always keep any negative feelings to yourself.

It is also important not to apportion or accept blame – as this is never helpful and can only escalate tensions.

Remember – do not play the ‘blame game’ – as who is to blame is not the issue.

It is what can be done to keep everyone working effectively together that matters.

When conflict arises, it is also important to defuse it early - before it can grow out of proportion.

As a manager, that means making yourself available to staff members who wish to share their problems with you, and not distancing yourself from them.

Encouraging staff members to come forward for assistance when they have difficult issue also helps you to earn their trust, which is hugely important.

And as a manager dealing with conflict, always remember to listen to both sides of the story.

Should it not be possible to get those involved to talk to each other, another option is to use professional mediators.

They are highly skilled in opening up the lines of communication between aggrieved parties, which is the basis of most conflict.

And when deciding on a plan of action, always explain the reasons behind your decisions clearly and calmly.

Make sure all parties fully understand what has been decided and allow them the opportunity to give feedback, even though it may be negative.

Also never allow yourself to be drawn into situations that may involve emotional outbursts or toxic behaviour.

Even the most difficult staff members deserve a fair hearing - and should you have to fire someone due to unacceptable behaviour for example - do it as kindly and sympathetically as you can.

Also, should someone you manage be suffering emotional or mental health issues - always do the best you can to assist them by getting the appropriate help.

Finally, no matter how bad the behaviour of your charges may be, always remember to stay calm in the face of adversity as this is the example you set to your fellow team members.