Handling Workplace Conflicts

Four Steps to Diffuse a Difficult Work Situation

Apr 17, 2009 Deborah S. Hildebrand

Conflicts at work can disrupt the environment and make it difficult to get a job done. That's why it is important to have a workable solution.

What do employees have to look forward to these days? A declining economy and layoffs, being asked to do more with less, and never-ending change – and employers wonder why the modern workplace is so infused with emotion.

A recent report from CPP, Inc., an industry leader in research, training and organizational development tools, indicated that of the thousand of workers it polled, 85 percent claimed they were dealing with workplace conflict; and in the U.S. one in three employees indicated that conflict had led to personal injury or attacks. That’s why it is important to consider how these four steps can help to diffuse a difficult work situation.

Focus on Commonalities

Most conflict originates at that point where what people have in common -- opinions, needs, wants -- diverge. So they wind up continually bumping their heads trying to get what they want forgetting what the other person wants. However, if those involved in a conflict were to focus on what they have in common rather than their differences, they might find that they are more aligned than they originally thought. Too often it is fear or distrust that separates individuals. So by focusing on common values, beliefs, goals, roles and needs, often time it is easier to bring disputing parties to a resolution.

Encourage an Open Dialogue

Consider the story of the two sisters who each wanted one orange. They fought and fought until they finally got tired and took the time to discuss what it was that each of them wanted. It seems that one of them actually wanted the pulp for eating while the other wanted the rind for baking. Sometimes there are miscues and by establishing an open dialogue and creating a problem-solving environment it allows those involved to ask questions and express their opinions thereby ending a conflict.

Get to the Heart of the Problem

Sometimes when faced with a conflict instead of getting to the core problem, those involved frame their complaint in generalities. For instance, when one person doesn’t like another person, but isn’t able to articulate why, it’s important to determine the reason. There may have been an unfortunate misunderstanding that can quickly be cleared up. When the conflict has to do with limited resources -- time, people, money -- it’s important to identify the scope of the issue in order to consider various options. Brainstorming may help both parties to find alternative solutions.

Define and Support a Solution

Before a conflict can truly be over, both parties involved have to come to an agreement. Too often at the end of a dispute, those involved walk away before the resolution is formalized. Just because there was a discussion and solutions were discussed doesn’t mean that the outcome is clear. It is important that at the end of the day everyone agrees to the final outcome along with any follow up plans, whether that means another meeting or a progress report update is scheduled. Saying it is over isn’t enough.

One last point: according to the CPP report, properly managed conflict can benefit organizations, too, by leading to innovation and motivation. In fact, 81 percent of workers in the U.S. indicated they had seen positive outcomes from workplace conflict. Specifically they reported gaining a better understanding of others (41 percent) and improved work relationships (33 percent). Another 29 percent indicated they were able to find better solutions to problems.

But while workplace conflict may offer benefits when properly managed, it is important for employees to take the time to talk about their work issues in order to find mutually agreeable solutions.

The copyright of the article Handling Workplace Conflicts in Workplace Culture is owned by Deborah S. Hildebrand. Permission to republish Handling Workplace Conflicts in print or online must be granted by the author in writing.