Building bridges in the workplace

Managing conflict takes resilience. It requires your ability to evaluate complex information, make evidence-based judgements and act professionally within the bounds of organisational and legal frameworks.

A leader needs the insight to anticipate and manage conflict with confidence, find creative solutions and make tough decisions for the good of the individual, team and organisation. 

Conflict can usually be grouped into the following categories:

• Poor communication
• Unfair treatment
• Unclear job roles
• Inadequate opportunities
• Poor work environment
• Bullying and harassment

Conflict typically occurs in escalating levels of seriousness. In the earlier stages, it’s easier to deal with the issues which are generated, and solutions are more quickly found. At the other end of the spectrum, once conflict has degenerated to a deeply hostile level, it becomes extremely difficult to resolve issues, and external help may be needed to mediate a solution.

Conflict among workers in any team is inevitable. If it’s managed properly, it has the potential to be a catalyst for change and can have a positive impact on employee satisfaction and performance. Conversely, if unmanaged, conflict can seriously and negatively affect both job satisfaction and performance.

Negative conflict in the workplace results in reduced productivity and time wasting, as anyone engaged in conflict focuses on personal issues, rumour spreading and diversion from the actual work itself. Conflict can turn the workplace into a war zone. This toxic environment leads many, who are conflict-averse, to become disillusioned and leave the organisation.

An organisation without conflict is probably apathetic. In contrast, conflict can sometimes signify involvement, commitment and caring. If understood and recognised, it can stimulate renewed and improved human relations. Without conflict, people seldom face and resolve their problems. The existence of conflict in any team can therefore be functional and beneficial, as it increases staff cohesion on common goals, job satisfaction where everyone works better, produces more, take fewer days off and stay devoted to the organisation.

Dispute resolution is not an easy task. It is a complex process that requires careful consideration and skilful negotiation. Addressing conflicts and differences in a manner that satisfies all parties involved is paramount, demanding patience, understanding and an open mind to arrive at a mutually acceptable solution. It takes sensible thinking and a sense of fairness to bring two opposite sides to compromise in a civilised manner.

 Typically, there are five positions when handling conflict:

• Competing
  Used by people who plan to win. They are assertive and un-cooperative. This method is characterised by the assumption that one side wins and everyone else loses. It doesn’t allow for diverse perspectives into a well-informed total picture.
• Avoiding
  This is when people just ignore or withdraw from the conflict. While this might seem the easy choice, people are not really contributing anything of value. When conflict is avoided, nothing is resolved.
• Accommodating
  This strategy is where one party gives in to the demands of another. They are being cooperative but not assertive. This may appear to be a gracious, but like avoidance, it can result in unresolved issues.
• Collaborating
  Here people are both assertive and cooperative. A team may learn to respect each other’s opinion allowing contribution, creating a shared solution that everyone can support. 
• Compromising
  Participants are partially assertive and cooperative. The concept is that everyone gives up a little bit of what they want, and no one gets everything they want. Compromise is perceived as being fair.

Finding the middle ground and working towards a compromise is by far the best way to improve relationships and achieve successful resolutions. Everyone is different, and the ability to adapt conflict resolution styles is a valuable leadership trait.

Recognising our own personal triggers is crucial in conflict resolution. By being aware of what provokes emotional responses, individuals can better manage their reactions, leading to more constructive outcomes. This self-awareness helps to avoid escalation and can empower individuals to maintain composure, communicate effectively and seek mutual understanding.

Here are ten common negative personal triggers that individuals might encounter, which if not carefully checked, can have a detrimental emotional impact when navigating difficult conversations:

1. Feeling unheard - When someone feels their perspective or emotions aren’t being acknowledged.
2. Personal attacks - Criticism that feels like an attack on one’s character or values.
3. Disrespectful tone - The use of condescending or sarcastic language.
4. Being interrupted - When someone regularly cuts into one’s speech or idea.
5. Broken promises - Commitments not being honoured, leading to disappointment.
6. Perceived injustice - Feeling like the situation is unfair or biased.
7. Past conflicts - Bringing up unresolved or past issues during the discussion.
8. Contradictions - When someone’s current actions don’t match previously expressed commitments.
9. Dismissiveness - When someone’s concerns are shrugged off or minimised.
10. Feeling trapped - The sensation of having no choice or control over the situation.

These triggers can vary in impact based on individual past experiences and sensitivities, hence recognising them can be beneficial for more effective conflict management.

Usually, when dealing with higher authority, keeping respect for title is beneficial. In these circumstances, if there is a difference of opinion, introducing statistics to back up points of view are far more effective than personal opinions. When conflicting with colleagues on the same level, trading a favour or shared workload usually helps reach a mutually agreeable outcome. When dealing with a subordinate, adopting a sympathetic stance and understanding their view shows sensitivity before asking for common ground.

Discovering compromise and collaboration isn’t easy to achieve – trust me, it takes considerable practice and patience and, from personal experience, arguably something that requires constant hard work and effort, but it’s well worth it in the end!