In every workplace, there are bound to be differences of opinion.
Everyone has a different background and set of experiences that shape who they are. As a result, there will be different perspectives about what is the right way to do things or different ways of looking at a particular situation.
There are generally 4 types of conflict:
Whilst conflict will happen, it should not always be seen as a negative.
Differences in the workplace can be the foundation for innovation and growth of the team, the individuals, and the business. Without conflict or people challenging the way we do things there would be no new ideas and therefore no improvements in the way that we operate.
The key to conflict management is how you, as the leader, deal with it. If there is conflict, then it’s an opportunity to gain clarity across the team, and if managed well, can be an opportunity for personal and team growth.
Following these 5 tips on managing conflict can ensure that the business thrives, and the workers feel that they have a voice and opinion. That they are respected by their colleagues and their leaders.
At every stage, it is important to follow the following three golden rules:
- Be Specific
- Be Creative
- Be Confidential
1. Listen without judgment
A. Don’t interrupt.
Even if you strongly disagree with the view being expressed, allow the person to finish talking.
B. Use open questions.
Try to find out why the person feels the way they do.
C. Try to Understand the other person’s world and experiences.
Don’t make assumptions about the person. Their opinion is based on their upbringing and experiences.
D. Engage with them.
Show interest in their view or actions through engagement. If the person feels less threatened, they will be more open to your view.
E. Understand Context and Perspective of the issue.
Explore the circumstances around the action and what was happening to the person on a wider scale.
2. Determine/Clarify the issue (problem/conflict)
A. Choose a neutral location.
If possible, choose a safe location which is neutral to all parties.
B. Understand the Why.
In a non-threatening way, ask the person why they said/did the thing that caused the issue. Try to empathise with them.
C. Explore how they feel about the situation.
Does the person feel remorse?
3. Use calm/neutral language
A. Depersonalise the Issue
After understanding the why, look at the situation from an objective perspective. Take out the who did what and concentrate on what happened.
B. Focus on Facts – Behaviour/Event
Concentrate on what has happened. Why it happened and the result of the behaviour or event. Remove any interpretation and focus on the facts. If it helps, document them in a timeline.
C. Encourage new insights for you and them.
With the facts clearly understood, discuss how things could have been done differently.
4. Work together to find a common goal
A. Agree Desired Outcome
After gaining an understanding of the issue, discuss what the desired state should look like.
B. Gain Commitment to Resolving the issue
If both parties are committed to getting a more workable state, then the how to achieve that will invite innovation and ideas.
C. Understand that Compromise may be needed
Each person will have their own ideas of the ideal state. However, the middle ground is often the most successful. Compromise can feel like you’re betraying your ideals, but an agreed solution is more likely to work.
5. Look forward to the future
A. Agree the Best Solution
Be practical is forming the solution. What will work? Ensure that everyone is in agreement and understands the other perspectives and impacts.
B. Agree Timescales for Implementation
Once the outcome is clear, it is important to agree on how it should be achieved. This includes realistic timescales where each person is clear of what they have to do.
C. Make it Happen.
As with every plan, it needs the commitment from each party to make it happen and be successful. Agree regular reviews to ensure that the new practices are in place and old habits do not resurface.
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