Creating a Conflict-Conscious Workplace

by
JoAnne Donner, MS, CDFA, CDC, CDPC
Mediator/Mediation Coach/Divorce Coach
Donner Mediation and Coaching, LLC

Conflict comes in all sizes and shapes. It can be both constructive and destructive, productive and unproductive. But one thing is certain: where there are people, there is the potential for disagreements, disputes and interpersonal flare-ups that can undermine the health and well-being of any environment.

Being aware of the different types of conflict and knowing how to manage them are quickly becoming core competencies in today’s workplace. Whether encouraging healthy conflict by fostering the exchange of opinions and viewpoints or mediating an escalating dispute between co-workers, mastering the language and nuances of conflict is critical to success.

Constructive Conflict

Conflict of any kind makes most people uncomfortable. The majority of us want to get along and have things go smoothly. The hidden danger in conflict-avoidance is that an open exchange of dissenting opinions can uncover valuable insights that inform decision-making and cast a new, bright light on problem-solving. A team of “yes-men” can rob a company of an effective check and balance system and stifle innovative thought and idea-generation.

Organizational experts Lyn and Bob Turknett of Atlanta-based Turknett Leadership Group point out that one of the signs of maturity in individuals and in organizations is the willingness to speak up and disagree constructively. They stress that the best leadership teams feel free to debate behind closed doors, but present a united front once a decision is made. And the best leaders encourage dissenting ideas throughout the company. Leaders who see disagreement as a challenge to their leadership can seriously stifle a company’s growth and competitiveness in the marketplace.

Blips, Clashes and Crises

When interpersonal tensions are allowed to fester, undesirable consequences can result. What starts out as a garden-variety disagreement between two people who basically like and respect each other can twist and turn into something big, bad and ugly if not addressed early on. Early intervention, in fact, is a fundamental tool in the art and science of conflict management.

One way to ensure that early intervention is practiced in your workplace is to train employees and managers in mediation techniques that address low-to-mid level conflict. Low-level conflict, or a blip, can be described as a disagreement between two people where some emotion has been triggered but the people involved have a history of trust and compatibility. A clash is more serious than a blip, but the dispute has not reached the crisis level. In a conflict crisis, repercussions can be significant and the stakes are high. An unaddressed conflict at the crisis level can lead to theft, vandalism and even violence. All forms of destructive conflict can carry the cost of poor decision-making, absenteeism, lack of cooperation and poor job performance.

Research and experience show that employees, when properly trained, can deal successfully with interpersonal conflict on their own without the intervention or time investment of managers. This employee-level training is called self-mediation and involves a four-step process that empowers people to recognize and handle simple interpersonal disagreements and disputes. Managerial training, as the name implies, is taught to managers and prepares them to intercede when necessary in a dispute between subordinates. Employee and managerial mediation training can each be completed in one day. The result is a conflict-conscious workplace where people know how to recognize conflict behavior and are able to handle it before it escalates.

The Power of Being Pro-Active

Tension and employee dissatisfaction can erode profits and productivity. Promoting pro-active conflict management fosters workplace cooperation, improved communication and financial well-being.

Lyn and Bob Turknett point out that companies that get caught up in unresolved relationship conflicts waste tremendous resources. They’ve seen conflicts between departmental leaders explode into interdepartmental warfare, severely damaging their companies’ ability to compete and succeed. They’ve also seen conflict between team members sap the energy of an entire team, sabotaging efforts to produce good results and meet deadlines. Giving people the skills to solve conflicts can prevent this type of destructive escalation and help a company create a healthy, dynamic workplace with a solid bottom line.

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