Imagine this: Linda has a report due every month and needs Jim to send her data at least two days before her deadline so she can complete the report on time. But, the last few months Jim has been sending the data the same day the report is due. This has caused Linda to work late into the night and, on occasion, miss her deadline. Linda confronts Jim and an argument between the two ensues.
What do you do?
Every workplace is made up of individuals with different personalities, work habits, values, and ideas. While these differences have many advantages for employers, occasional conflict is bound to occur. If ignored, disputes can have a negative impact on the parties involved, as well as co-workers, clients, customers, and the organization as a whole.
The following are 9 considerations for developing a conflict resolution plan:
The following are 9 considerations for developing a conflict resolution plan:
1. Provide tools to resolve conflicts. Employers should consider providing conflict resolution training to employees so they are better equipped to resolve conflicts. Training should focus on effective communication and problem solving skills. Consider role-playing common conflict scenarios.
Scenario: Linda should address the issue with Jim immediately. Perhaps Jim was unaware of her deadline, or is unable to produce the data until the day the report is due. By discussing the issue, the parties will likely have a better understanding of one another.
Scenario: Linda should address the issue with Jim immediately. Perhaps Jim was unaware of her deadline, or is unable to produce the data until the day the report is due. By discussing the issue, the parties will likely have a better understanding of one another.
2. Maintain open communication. An important part of conflict resolution is having avenues for employees to report problems when they are unable to resolve them on their own. Maintain an open-door policy and encourage employees to report problems immediately.
Scenario: If Linda and Jim are unsuccessful in working out a resolution, Linda should report the issue to her supervisor (or other designated individual) before taking out her frustration on Jim.
Scenario: If Linda and Jim are unsuccessful in working out a resolution, Linda should report the issue to her supervisor (or other designated individual) before taking out her frustration on Jim.
3. Address conflict promptly. In many cases, ignoring or delaying action on a conflict can exasperate the problem. Therefore, it’s important to recognize that conflict exists and address the issue promptly, no matter how small the problem may appear. Supervisors should also be trained to know when a situation is more than a conflict (e.g., sexual harassment) and how to respond appropriately.
4. Meet with all parties. In general, it’s best to meet with everyone involved together, instead of individually. At the start of the meeting, describe the purpose (to resolve the dispute between the employees) and set ground rules (e.g., allow the other side to tell their story without interruption). Encourage employees to view the situation from the other’s perspective and to make resolution the priority, not winning. During the meeting, be impartial and treat all parties with respect.
5. Ask employees to describe conflict. When eliciting the details of the conflict, direct employees to focus on the present problem (not the person) and to identify their underlying concerns, feelings, and needs. The facilitator of the meeting should then frame the issues of the conflict in neutral terms and highlight areas where the employees agree.
Scenario: Instead of saying “Jim is lazy” or “Jim always misses deadlines,” Linda should focus on the facts at hand and state: “I have a report due every month and need the data at least two days before my deadline. Recently, I have been getting the data the same day the report is due, requiring me to work late or miss my deadline.”
Scenario: Instead of saying “Jim is lazy” or “Jim always misses deadlines,” Linda should focus on the facts at hand and state: “I have a report due every month and need the data at least two days before my deadline. Recently, I have been getting the data the same day the report is due, requiring me to work late or miss my deadline.”
6. Ask employees to develop possible solutions. Consider encouraging employees involved in the conflict to collaborate on a solution. This is often the best form of resolution because it generally results in a win-win and increased commitment from both parties. If collaboration doesn’t work, employees can be encouraged to consider a compromise. In some cases, the facilitator may need to choose a solution.
Scenario: Let’s say Linda’s proposed solution is to have Jim provide her with the data two days before her deadline. Jim informs her that the data isn’t ready until the day her report is due. The two must now work together to develop a solution (for instance, suggesting to Linda’s department head that the report will contain more valuable data if it can be provided a day or two after month’s end).
Scenario: Let’s say Linda’s proposed solution is to have Jim provide her with the data two days before her deadline. Jim informs her that the data isn’t ready until the day her report is due. The two must now work together to develop a solution (for instance, suggesting to Linda’s department head that the report will contain more valuable data if it can be provided a day or two after month’s end).
7. Make a plan. Once a solution has been identified, the employees should develop a plan for implementing it. The plan should include actions required, who must complete them, and when. The person facilitating the resolution should provide guidance, ask questions to ensure the plan is effective and feasible, and document the plan.
Scenario: Linda can be responsible for discussing the advantages of delaying the report with her department head and Jim can be responsible for ensuring the data is provided as soon as it’s available. To help keep Jim on target, Jim can be asked to set a reminder in his calendar.
Scenario: Linda can be responsible for discussing the advantages of delaying the report with her department head and Jim can be responsible for ensuring the data is provided as soon as it’s available. To help keep Jim on target, Jim can be asked to set a reminder in his calendar.
8. Monitor and evaluate. After the meeting, it’s important to follow up with both parties to monitor progress and evaluate the success of the plan. If the plan wasn’t successful or created other conflicts, then other possible solutions should be identified and evaluated.
9. Improve teamwork. While some amount of conflict in the workplace is inevitable, there are steps that can be taken to help reduce the likelihood of a conflict. Since a significant portion of workplace conflict is a result of poor communication, consider offering training on effective communication. In addition, clarifying rules, defining roles, and facilitating team-building activities can help reduce conflict and encourage collaboration among team members.
Conflicts are a natural part of the workplace. The key is to ensure conflict has productive outcomes, such as an increased understanding of one another and improved teamwork.
Trish Dougherty has greater than 25 years of successful leadership experience and is Senior Vice President & Principal for The Weston Group located in Sioux Falls,SD. Dougherty has a background in executive human resource management and is also a licensed Registered Nurse. Dougherty also served as an Officer in the United States Army Nurse Corps for 10 years. Dougherty travels and speaks nationally to assist small to medium size organizations with organizational effectiveness involving their most important asset – their employees. Trish can be reached at Trish@TheWestonGroup.com or 605-275-4747. http://www.thewestongroup.com/.
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