PROXIMITY begets conflicts; be it a friend or a colleague. Actually, when it comes to people working in corporate offices there are two things that are inevitable - pink slips and conflict. Both of these things happen very often. The only difference is, while there are some organisations that have managed to do away with the necessity of pink slips altogether, none and absolutely none, have successfully been able to get rid of conflict. And there is a good reason why they should not When people work alongside each other 8 hours a day, 5 days a week, conflict is bound to happen. It is not because every organisation has its share of bad people, it is because every organisation has its share of people. Just plain ordinary people who, when pushed into uncomfortable corners by work pressure and stress, can only vent their frustrations out on the other people most close to them - their colleagues.
Anything from a loudly slammed desk drawer, an uncensored comment to a small misunderstanding can spark off a serious power struggle. Neither party is willing to give in and what is more, the remaining staff starts taking sides too. This debilitating scenario does three things - it lowers morale, creates groupism and ultimately, damages productivity to such a serious extent the management is unable to do anything about it.
Confronting and resolving conflicts is perhaps the stuff that nightmares are made of for hapless managers trying to negotiate peace between warring sides. However, for the manager who is faced with a conflict situation, this is not the time to cower under your desk. As the action man, you have to face the devil head on and beat it at its own game.
The Cure
Frustrations, jealousy, stress and diverse ideologies find an echo in the form of conflicts. If allowed to fester, it can wreak havoc. Prevention is better than cure, but what if you have not been able to prevent it. Cure it you must. Here is how:
1. Do not jump in at the first sign of trouble; employees can often resolve minor differences on their own.
2. If it refuses to settle down, intervention is called for before the matter gets out of hand. But first things first. Find out what the real problem is - get your facts right. Try to get to the root of the problem and the person responsible for it.
3. Proactively discuss the matter with both parties, first separately then together. Ask each one to give an account of the problem with a firm focus on the facts. Do not allow the other one to interrupt with accusations. Remember to make an effort to acknowledge their feelings, or else the exercise will backfire.
4. Take everything that is said to you with a pinch of salt. Each party will try to manipulate you in his/her favour. Be impartial, even-tempered and fair without sounding condescending.
5. Ask them to suggest possible solutions to resolve the issue. This will definitely take the wind out of their sails. Subtly steer them in an acceptable and mutually agreeable direction.
6. You cannot turn enemies into best friends overnight; just aim to reconcile differences amiably. Focus on solving problems, not changing people.
7. If the situation persists, a warning followed by disciplinary action is called for.
8. Outside intervention in the form of conflict management professionals can become the last resort. Big corporations such as the Boeing Co., The Seattle Times and Microsoft routinely call for mediators when conflicts escalate.
Prevention
Sound planning and management can help limit the climate for office conflicts. These steps will help in nipping the matter in the bud.
1. Creating strong working relationships lays a strong foundation for conquering inevitable differences. The manager should wholeheartedly build a sense of team spirit to create camaraderie among employees.
2. Set a tone receptive to open communication. If employees can voice their ideas and feelings, arguments can be avoided. Also, the workplace culture should be sensitive to their concerns.
3. The mother of all conflicts is favouritism. It creates resentment; avoid it all costs.
4. Providing training in conflict management skills will empower employees to understand and resolve conflicts on their own.
Try as you might, minor conflicts are inevitable. People have always and will always not see eye to eye, it is inherent. Values, opinions, ideas, beliefs, attitudes, cultures, interests and personalities will always vary. Resolving conflicts is a never-ending battle; before you put out one fire, another one will crop up. So, do not try to extinguish the conflict - try and manage it.
Anything from a loudly slammed desk drawer, an uncensored comment to a small misunderstanding can spark off a serious power struggle. Neither party is willing to give in and what is more, the remaining staff starts taking sides too. This debilitating scenario does three things - it lowers morale, creates groupism and ultimately, damages productivity to such a serious extent the management is unable to do anything about it.
Confronting and resolving conflicts is perhaps the stuff that nightmares are made of for hapless managers trying to negotiate peace between warring sides. However, for the manager who is faced with a conflict situation, this is not the time to cower under your desk. As the action man, you have to face the devil head on and beat it at its own game.
The Cure
Frustrations, jealousy, stress and diverse ideologies find an echo in the form of conflicts. If allowed to fester, it can wreak havoc. Prevention is better than cure, but what if you have not been able to prevent it. Cure it you must. Here is how:
1. Do not jump in at the first sign of trouble; employees can often resolve minor differences on their own.
2. If it refuses to settle down, intervention is called for before the matter gets out of hand. But first things first. Find out what the real problem is - get your facts right. Try to get to the root of the problem and the person responsible for it.
3. Proactively discuss the matter with both parties, first separately then together. Ask each one to give an account of the problem with a firm focus on the facts. Do not allow the other one to interrupt with accusations. Remember to make an effort to acknowledge their feelings, or else the exercise will backfire.
4. Take everything that is said to you with a pinch of salt. Each party will try to manipulate you in his/her favour. Be impartial, even-tempered and fair without sounding condescending.
5. Ask them to suggest possible solutions to resolve the issue. This will definitely take the wind out of their sails. Subtly steer them in an acceptable and mutually agreeable direction.
6. You cannot turn enemies into best friends overnight; just aim to reconcile differences amiably. Focus on solving problems, not changing people.
7. If the situation persists, a warning followed by disciplinary action is called for.
8. Outside intervention in the form of conflict management professionals can become the last resort. Big corporations such as the Boeing Co., The Seattle Times and Microsoft routinely call for mediators when conflicts escalate.
Prevention
Sound planning and management can help limit the climate for office conflicts. These steps will help in nipping the matter in the bud.
1. Creating strong working relationships lays a strong foundation for conquering inevitable differences. The manager should wholeheartedly build a sense of team spirit to create camaraderie among employees.
2. Set a tone receptive to open communication. If employees can voice their ideas and feelings, arguments can be avoided. Also, the workplace culture should be sensitive to their concerns.
3. The mother of all conflicts is favouritism. It creates resentment; avoid it all costs.
4. Providing training in conflict management skills will empower employees to understand and resolve conflicts on their own.
Try as you might, minor conflicts are inevitable. People have always and will always not see eye to eye, it is inherent. Values, opinions, ideas, beliefs, attitudes, cultures, interests and personalities will always vary. Resolving conflicts is a never-ending battle; before you put out one fire, another one will crop up. So, do not try to extinguish the conflict - try and manage it.
PAYAL AGARWAL
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