Each year, low productivity costs employers countless dollars in lost time and resources. This is often the result of workplace conflicts that distract managers and employees from their goals and create a negative work environment that can impact even those who are not directly involved.
When conflict is mismanaged or goes unmanaged, the office can become a very tense environment. In addition to slowing productivity, this atmosphere may take a toll on retention, as some of your top performers leave for more positive pastures. To top it off, conflict among team members often leads to the department being perceived as incompetent and unprofessional – an assumption that sullies the reputation of the entire team, not just those directly involved in the conflict.
Once addressed, conflict can be neutralized or resolved in a way that allows all involved to continue working together while developing an environment that encourages success. Teams that manage conflict well are able to achieve a balanced environment that fosters a positive discourse on work-related issues and raises the level of productivity for all. Fortunately, Lee Hecht Harrison has put together the following tips to help you handle conflict if it comes your way.
Get to the bottom of things.
First things first: you’ve got to find out why the conflict exists. Is this a professional or personal conflict? Is the person feeling overworked or underappreciated (or both)? Is there something else in the work environment that is impacting their attitude? Have you or another employee done something that has rubbed this person the wrong way?
You probably won’t know unless you ask, so, if the circumstances seem conducive, why not approach the person directly and ask them what’s wrong? Whether you’re a manager or colleague, be sure to do this in private. Once you get them talking, be prepared to do more listening than speaking.
During the discussion, resist the urge to phrase your comments in a way that might cause anyone involved to feel as though you’re ganging up on them. Instead, use “I” rather than “we,” and rely on company policies to back up any of your statements.
Also, stick to the current situation. Dragging past problems or unresolved issues into the discussion is unfair and will only cause resentment and increased conflict. Focus on the issues and don’t allow yourself to be sidetracked.
Regardless of what is said, do your best to remain calm. When people are upset about issues involving their job, they can become highly emotional. So, no matter how tempting it is to respond in kind, keeping your cool will serve you well in the long run.
What if you’re part of the problem?
If something you’ve said or done has contributed to the situation, try not to become defensive. Taking conflict too personally is bound to make the issue worse. Instead, focus on finding a solution. If you are somehow part of the problem, your input is necessary to resolve the matter.
Keep in mind that whatever the person is feeling – even if you don’t agree with it – is what they are feeling, and you simply cannot argue with a person’s emotions. Instead, try putting yourself in their shoes, actively listen and respond in an empathetic manner. Sometimes, all it takes for a person’s attitude to change is the knowledge that someone took the time to ask what was wrong and listened while they aired their concerns. That won’t always be the case, however, so be prepared to work out a solution that satisfies all involved.
If you’re feeling at all vengeful prior to the meeting, work it out within yourself before you begin the discussion. Otherwise, you run the risk of whomever you’re speaking with sensing your latent animosity. If this happens, it’s likely they’ll doubt your sincerity and the discussion will not be as productive as you would like.
