Yes, workplace conflict can be managed

Conflict in the workplace, whether between an employer and an employee or amongst co-workers, is often the number one reason why someone may leave their job.

Such conflict is incredibly costly for organisations estimated at R500?000 per employee in terms of reduced output, cost of recruiting and retraining new appointees, and outsourcing.

The cost to culture is even more.

Workplace conflict is inevitable when employees of various backgrounds and different work styles are brought together for a shared business purpose. Conflict in relationships usually arises from a disagreement in opinion, preference, needs, values, perspectives, competing interests, personalities, or beliefs – in combination with ineffective communication.

Conflict can arise amongst individuals, teams, or even departments. Office conflict can lead to lower employee productivity, poor work attendance, low employee morale, and non-cooperation within the work team.?If left unresolved, or left festering, it can be very destructive and may necessitate formal facilitation, mediation, or even, arbitration.

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Understanding conflict

Thomas and Kilmann suggest that in a conflict situation, a person’s behaviour can be assessed on two factors:

• Commitment to goals or assertiveness—the extent to which an individual (or a group) attempts to satisfy his or her own concerns or goals.
• Commitment to relationships or cooperation—the extent to which an individual (or a group) attempts to satisfy the other party’s concerns, and the importance of the relationship with the other. ?

WATCH: How to resolve conflict

In an article by the University of Regina the different types of conflict in an organisation are summed up well.

• Data conflict

This occurs when people lack the information needed to make wise decisions, when they are misinformed, disagree over which data are relevant, interpret information differently, or have competing assessment procedures. Usually, this type of conflict is the simplest to overcome since new processes can be adopted by both parties to perceive the data similarly.

• Relationship conflict

Relationship conflict is ultimately unnecessary and unrealistic because they occur not due to limited resources or mutually exclusive goals, but rather as a result of strong emotions such as jealousy, mistrust and hatred. ?These emotions are born from perceptions, poor communication and stereotypes, fuelling disputes.

• Value Conflicts

Values drives our judgement as to what is important in life, our beliefs, principles and standards of behaviour. Value conflict arise when one person or group forces their set of value on another, without considering opposing beliefs or behaviour.

• Structural Conflicts

Structural conflicts are caused externally, outside of the relationship of the people in conflict such as the way the organisation is structured and work is organised. Here status quo can prolong such conflict. These types of conflict can be overcome by identifying the structural problem and finding a solution to change since there is no reason for conflict other than the structural problem inflicted on the relationship. ?

Create an environment for constructive conflict

When conflict is handled effectively, it can be an opportunity for growth, innovation, and improved relationships.

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?Here’s how:

• Foster an open and inclusive culture. Create an environment that encourages open communication, respect for diverse perspectives, and constructive feedback. A culture that values collaboration and inclusivity lay the foundation for healthy conflict resolution.
• Encourage proactive communication. Promote regular communication and encourage employees to express their thoughts, concerns, and ideas openly. Establish channels for dialogue, such as team meetings, one-on-one discussions, or anonymous suggestion boxes, to prevent conflicts from festering.
• Address conflict early. Timely intervention is key to preventing conflicts from escalating. Encourage employees to address concerns promptly and provide the necessary support and resources for resolution. Act as a mediator or facilitate conversations between conflicting parties, if needed.
• Practice active listening. Encourage active listening among team members. This involves giving full attention to the speaker, seeking clarification, and demonstrating empathy. Active listening fosters understanding and promotes a collaborative atmosphere.
• Embrace diversity, inclusion, and belonging. Recognise the value of diverse perspectives and backgrounds within the workplace. Encourage team members to appreciate differences and leverage them as strengths, fostering a culture of respect and understanding.
• Focus on interests, not positions. Encourage individuals involved in conflict to identify their underlying interests rather than sticking to rigid positions. This promotes a problem-solving mindset and allows for creative solutions that meet the needs of all parties involved.
• Seek win-win solutions. Strive for outcomes that benefit all parties involved. Encourage compromise and collaboration, emphasizing the importance of finding mutually satisfactory resolutions.
• Mediation and conflict resolution training. Consider offering conflict resolution training and mediation services to team members and leaders. Equipping individuals with the necessary skills to manage and resolve conflicts can contribute to a healthier and more harmonious work environment.
• Recognise the potential for growth and connection that conflict can bring. Encourage individuals and teams to reflect on conflicts and identify lessons learned. By viewing conflict as an opportunity for growth and learning, organisations can foster a culture of continuous improvement. Conflict can spark innovation and creativity as differing perspectives and ideas collide. Encourage individuals to leverage conflict as a catalyst for generating new insights and solutions.

Conflict in the workplace is a natural part of any organisation’s dynamics and when managed effectively, can be a catalyst for positive change and growth. By approaching conflict with empathy, open communication and a commitment to resolution, leaders, and teams can use conflict as a springboard for innovation, improved relationships, and a healthier work environment.

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Sources:

https://www.td.org/insights/8-essential-tips-to-resolve-conflict-in-the-workplace

https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingworkplaceconflict.aspx

https://labourguide.co.za/general/managing-conflict-in-the-workplace/

https://www.hrcloud.com/blog/7-tips-on-how-to-manage-and-resolve-conflict-in-the-workplace

https://corporatetrainingmaterials.com/blogs/using-our-materials/five-strategies-for-conflict-resolution-in-the-workplace?utm_source=google-ads&campaign-name=06SZ&device=c&gad=1&gclid=CjwKCAjwjYKjBhB5EiwAiFdSft0tGmB5LUd8cMlJ9mEJlMhCNTcOBoXC0E3P117FIFK5MubcEP8DRxoCzxUQAvD_BwE

https://med.libretexts.org/Bookshelves/Nursing/Leadership_and_Influencing_Change_in_Nursing_(Wagner)/11%3A_Identifying_and_Understanding_How_to_Manage_Conflict/11.03%3A_Four_Major_Types_of_Conflict#:~:text=It%20is%20important%20to%20understand,effectively%20work%20toward%20a%20resolution.