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Conflict in the Workplace: Part 2
Manage People, Manage Conflict
Bob Ryan, About Purpose, Inc. ©2005
In Part 1, I set the groundwork for this topic by looking at leadership as the process of creating an environment in which people are empowered and encouraged to do the best job possible both for the organization and themselves. I stated, “It is the function of leadership to create and manage an environment in which conflict thrives and produces healthy challenges to growth and quality.”
(If you missed last month’s article, read Part 1 before continuing on.)
Today, I’ll present some practical ideas for creating the kind of environment in which conflict will contribute to productivity and satisfaction in the workplace, and improved quality in your product or service.
The three biggest enemies of constructive conflict resolution are ignorance, poor skills, and lack of a safe forum for creative disagreement. So, to create the kind of environment I’ve described above, we have to address all three.
Addressing Ignorance
This is really a simple task which ought to be done for a number of other reasons besides creating an atmosphere for constructive conflict in the workplace. The two most important things you can do in this area are:
Job Descriptions – Create clear, specific job description that include required competencies and behaviorally measurable outcomes expected in the position. Be sure to include expectations for interactions with other positions and other people.
Employee Handbook (Employment Policies and Procedures) – In addition to the legal and procedural items that ought to be included, identify specific expectations that define the desired culture around communications. Insist that interpersonal communications be respectful, and direct and that all employees are expected to practice effective communication skills.
Addressing Poor Skills
Yes, I have a bias toward training, but so should you if you expect your people to be communicating effectively in the middle of the chaos of their many tasks and pressures. Teach and practice such skills as active listening, direct communication, how to ask questions, de-escalation with angry people, etc. I have addressed all of these in the Articles section of my website. Feel free to download them and use them. (See Contents). Include at least a minimal amount of communication training in orientation. Hold your supervisors accountable for modeling effective skills
Addressing Lack of Forum
Model, model, model. As a leader you set the stage. Look for opportunities to question the conventional wisdom in your work place. Invite people to think creatively about everything – and then reward them for doing so. Set aside a specific time in weekly or monthly employee meetings in which people are encouraged to ask, “Why?” If you’ve done a good job of communication skills training, and if you model it yourself, this will be an extremely powerful time. Make it clear that you want to hear ideas and that whining, complaining, and sniping will not be tolerated.
Conflict is not, in and of itself, negative. Improvements in products and service can only come because someone challenges the status quo. The same is true for people. We tend to coast unless and until someone challenges us to grow and improve.
By now it should be clear why I’ve named this two-part article, Manage People, Manage Conflict. Conflict is a necessary and unavoidable part of life. It is up to you to be able to create an atmosphere in which people will openly welcome conflict and use it wisely. This is the role of good leadership.
1. Encourage people to welcome conflict
2. Empower people to use it constructively
3. Watch the environment you built create continuous improvement