Conflict between people at work is inevitable, whether it’s in the office or on the plant floor. Conflict is any opposition, tension, or misalignment between ideas, desires, or people, and it appears in many different ways. When it happens at work, it can be especially charged because it’s attached to core needs like a sense of worth, the ability to provide, and the desire to feel needed or respected.
People view their jobs as their security, notes Patty Franco, an executive coach, and workplace trainer, who spoke for an article published by www.lattice.com, a website for HR professionals. When they feel threatened or defensive, they’re eager to protect themselves, and it can bring out the worst in them.
Managing that conflict is essential to keep the workplace functioning at a high level.
There are various types of conflict:
- Differences in Point of View or Opinion
- Competing Priorities
- Lack of Clarity
- Perceived Inequities
- Political and Social Disagreements
Conflict can play out in everything from disputes over budget allocation to pay discrimination lawsuits, and everything in between. The goal of resolving conflict is not to avoid differences, but to achieve a mutually satisfiable agreement.
There are three main types of conflict that occur in a workplace.
Task-based conflict arises from a tangible issue surrounding tasks and responsibilities at work. It may be process-oriented, like frustrations about decision-making and how work is getting done, or centered on outcome, like disappointment in the quality of a final deliverable. It can seem uncomplicated, but as with all conflicts, there are usually contributing factors that can make it more charged. A collaborative approach is best to solve task-related conflict.
Relationship-based conflict often comes from personality clashes, or differences in managerial, communication, or conflict style. It can be difficult to resolve; sometimes people just don’t get along. Finding common ground, something to connect over — even if it’s unrelated to work – can be useful in bringing people together.
Value-based conflict happens when there’s a misalignment between personal values in the workplace. This may be work- or task-related and have to do with a disagreement with the perceived ethics of a decision or direction. Value-based conflict also arises from differences in political, social, and religious beliefs. It can be difficult to resolve, and the parties may have to settle for mutual respect and do their best to move on.
Resolving disputes requires effective communication, good listening skills, and an awareness of the root cause of the problem, among other factors. Use the five strategies below for better problem-solving and conflict resolution at work.
- Get to the root of the problem. The concepts of position and interests are important to understand in conflict resolution. Position is what you claim to want; interests are what are driving that want. If you can satisfy a person’s interests, they may be open to a different position.
- Be assertive. Assertive communication is direct, respectful, and honest. The assertive speaker is focused on themselves but also considers how the message is landing for the other person.
- Agree on ground rules. Setting ground rules from the start will help keep the conversation productive.
- Practice active listening. Active listening is showing that you get what the other person is saying and how they’re feeling about it.
- Know your triggers. If you know what your own personal signals and reactions are to feel triggered, when you notice these sensations and responses arising, you’ll know that you need to take a break — or at least a deep breath.
Use the following steps for effective communication to resolve conflicts.
- Determine how severe the conflict is and who needs to be involved. How serious is it? If it’s a disagreement between coworkers or an inter-team conflict over resources, it may be OK for the parties to seek their own resolution.
- Make sure it’s a mutually convenient time to talk and express your desire to find a solution. “I need to talk to you” can make the other person feel defensive. Instead, you could say, “I have something on my mind that I want to share with you. Is now a good time?”
- Opt for objective observations and ask questions. We often default to using subjective observations when addressing conflict and say things like, “You seem different, is everything okay?” It is more effective to share observations based on objective criteria and follow up with questions.
- Pause after sharing what you’re dissatisfied about. After stating what’s bothering you, give the other person time to absorb what you’ve shared. Give them time to process what you’ve said and extend them the courtesy and respect of hearing what they have to say.
- Manage your own reactions. Attempting to resolve conflict is not always going to be successful or problem-free, but it’s essential to remain calm no matter what.
- Get outside help when necessary. Sometimes it won’t be possible to find a solution that everyone’s satisfied with, or even come close to it. Know when to seek external help.
When done well, the conflict resolution process can bring colleagues and teams closer than before and result in creative solutions that help advance an organization.
For an in-depth research report on managing workplace conflict by the Chartered Institute of Personnel and Development, visit www.cipd.org/en/knowledge/reports/managing-workplace-conflict-report/
