MANAGING WORKPLACE CONFLICT
By Shawn Smith, J.D.


Wherever there are people there will inevitably be conflict. As individuals, we have our own ideas and goals, and it is only natural that in pursuing our own agendas we will sometimes be at odds with others with differing objectives and viewpoints. Life in business organizations is no different. In fact, today’s businesses are especially vulnerable to conflict-- as organizations employ an increasingly diverse workforce, operate in a complex, global economy and navigate pressures to deal with change rapidly and become more productive more quickly.

Some amount of conflict is positive; a successful business needs diverse viewpoints to remain vital. However, when conflict is left unmanaged, it can be very costly and obstruct the achievement of important business goals. Costs of improperly channeled conflict can include:

  • Low morale, anger, blame and defensiveness among employees
  • Reduced employee productivity
  • Litigation expenses
  • Executive and management time
  • Employee turnover
  • Increased employee absenteeism and stress-related medical claims

The challenge for organizations is to distinguish normal and healthy differences from destructive conflict, and to learn to effectively deal with problem situations before they get out of hand.

Identifying unhealthy conflict

In the worst type of “conflict-free” organizations, employees are expressly or implicitly discouraged from voicing their own opinions. As a consultant, I have seen far too many situations among clients where workers are so terrified of the wrath of the manager or executive that staff meetings and project planning sessions take on almost a “lecture hall” atmosphere. Workers return to their desks grumbling about why the boss’s idea won’t work or ways to improve the designated approach. This autocratic type of environment creates stress between managers and staff, and also suppresses many potentially excellent ideas.

In other companies, meetings are allowed to devolve into a total “free for all,” in which employees stubbornly stake out their territories, dig in their heels and attack anyone who presents a differing viewpoint. Factions develop and emotions take hold, resulting in repeated conflicts among individuals and lack of cooperation among departments or teams. Invariably, productivity suffers.

Difference of opinion is not the enemy. Without a broad range of ideas presented by persons with diverse backgrounds, experiences and points of view, innovation is virtually impossible. The serious problems usually arise when differences are allowed to devolve into personal attacks and individual emotions take precedence over the best interests of the company. The conflicts become symptoms of much larger organizational dysfunction. In these situations, it is critical to get past the emotions, and work on identifying and eradicating the problems that the conflicts represent.

Dealing with Conflict

The key to effective conflict management is to create a work environment where it is safe to challenge ideas, but forbidden to attack people. This approach does not usually come naturally to a business and must be continually reinforced, but is well worth the effort. Here are some of the things that you can do to help your organization better cope with conflict:

  • Provide basic training for all managers and supervisors in the areas of communication, problem solving and conflict management. Most managers are not born with these skills, but they can be learned.
  • Set an example from the top. If middle managers feel disrespected, attacked or stifled by senior management, chances are that they will pass this negative attitude down to the employees they supervise.
  • Provide individual coaching for executives and managers who require special assistance with conflict management, either as an element of their career development or to help them deal with special situations.
  • Develop formal dispute resolution procedures to address situations that cannot be resolved informally and follow these procedures consistently. Employees that believe they have nowhere to go with their concerns are more likely to leave the company or to litigate.
  • Recognize when an individual situation is too serious or an organizational problem is too large or deep-seated for the company to handle internally. In these instances, be prepared to call in a third party to help resolve the dispute or facilitate change.