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Dear experts, I (and many others) have asked this question earlier too, but as a sales executive, I face this problem every day. Please suggest me the most effective way of handling conflicts between,
•Colleagues
•Conflicts between senior management and subordinates,
•Conflicts with customers.
What creates conflict in the workplace? Opposing positions, competitive tensions, power struggles, ego, pride, jealousy, performance discrepancies, compensation issues, just someone having a bad day, etc. While the answer to the previous question would appear to lead to the conclusion that just about anything and everything creates conflict, the reality is that the root of most conflict is either born out of poor communication or the inability to control one’s emotions. Let’s examine these2 major causes of conflict:
Communication: If you reflect back upon conflicts you have encountered over the years, you’ll quickly recognize many of them resulted from a lack of information, poor information, no information, or misinformation. Let’s assume for a moment that you were lucky enough to have received good information, but didn’t know what to do with it…That is still a communication problem, which in turn can lead to conflict. Clear, concise, accurate, and timely communication of information will help to ease both the number and severity of conflicts.
Emotions: Another common mistake made in workplace communications which leads to conflict is letting emotions drive decisions. I have witnessed otherwise savvy executives place the need for emotional superiority ahead of achieving their mission (not that they always understood this at the time). Case in point – have you ever witnessed an employee throw a fit of rage and draw the regrettable line in the sand in the heat of the moment? If you have, what you really watched was a person indulging their emotions rather than protecting their future.
The very bane of human existence, which is in fact human nature itself, will always create gaps in thinking & philosophy, and no matter how much we all wish it wasn’t so…it is. So the question then becomes how to effectively deal with conflict when it arises. It is essential for organizational health and performance that conflict be accepted and addressed through effective conflict resolution processes. While having a conflict resolution structure is important, effective utilization of conflict resolution processes is ultimately dependant upon the ability of all parties to understand the benefits of conflict resolution, and perhaps more importantly, their desire to resolve the matter. The following tips will help to more effective handle conflicts in the workplace:
1. Define Acceptable Behavior: You know what they say about assuming…Just having a definition for what constitutes acceptable behavior is a positive step in avoiding conflict. Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help avoid conflicts. Having clearly defined job descriptions so that people know what’s expected of them, and a well articulated chain of command to allow for effective communication will also help avoid conflicts. Clearly and publicly make it known what will and won’t be tolerated.
2. Hit Conflict Head-on: While you can’t always prevent conflicts, it has been my experience that the secret to conflict resolution is in fact conflict prevention where possible. By actually seeking out areas of potential conflict and proactively intervening in a just and decisive fashion you will likely prevent certain conflicts from ever arising. If a conflict does flair up, you will likely minimize its severity by dealing with it quickly. Time spent identifying and understanding natural tensions will help to avoid unnecessary conflict.
3. Understanding the WIIFM Factor: Understanding the other professionals WIIFM (What’s In It For Me) position is critical. It is absolutely essential to understand other’s motivations prior to weighing in. The way to avoid conflict is to help those around you achieve their objectives. If you approach conflict from the perspective of taking the action that will help others best achieve their goals you will find few obstacles will stand in your way with regard to resolving conflict.
4. The Importance Factor: Pick your battles and avoid conflict for the sake of conflict. However if the issue is important enough to create a conflict then it is surely important enough to resolve. If the issue, circumstance, or situation is important enough, and there is enough at stake, people will do what is necessary to open lines of communication and close positional and/or philosophical gaps.
5. View Conflict as Opportunity: Hidden within virtually every conflict is the potential for a tremendous teaching/learning opportunity. Where there is disagreement there is an inherent potential for growth and development. If you’re a CEO who doesn’t leverage conflict for team building and leadership development purposes you’re missing a great opportunity. Divergent positions addressed properly can stimulate innovation and learning in ways like minds can’t even imagine. Smart leaders look for the upside in all differing opinions.
Bottom line…I believe resolution can normally be found with conflicts where there is a sincere desire to do so. Turning the other cheek, compromise, forgiveness, compassion, empathy, finding common ground, being an active listener, service above self, and numerous other approaches will always allow one to be successful in building rapport if the underlying desire is strong enough. However, when all else fails and positional gaps cannot be closed, resolve the issue not by playing favorites, but by doing the right thing.
Follow Guidelines
No interference
Follow Chain of Command
Follow Good Quality Management & Coordination
Good follow-ups with orders and requests
Good Communications by all means "telephone, email, text,......."
Analyze Customer Services
Creating a friendly place that's welcoming to any cultural background or diversities is an appropriate solution.
First you have to take actions to prevent conflicts. Possible actions are:
- Spread RESPECT between all parties including management, subordinates and even customers
- Work on team building and team spirit
- Let all focus on the common goals
- Stimulate team assignments
- Prevent the team from getting into sensitive discussions that may lead to conflicts
- You should respond quickly to any sign of conflict
Second, when it happens, force proper communication that is based on mutual respect.
1 PROPER COMMUNICATION BETWEEN FRONT OFFICE AND BACK OFFICE.2 PLANING AND PREPERATION.3 WHAT IS THE CUSTOMER NEEDS
"One way to get the most out of life is to look upon it as an adventure".
Define Acceptable Behavior
Hit Conflict Head-on
Understanding the WIIFM Factor
The Importance Factor
View Conflict as Opportunity
WIIFM ( What’s In It For Me)
Engage the parties, listen carefully and identify the cause of the conflict. Communicate effectively the need for a peaceful workplace and determine the common goals acceptable to all. Then device preventive ways to address uture reoccurence.
The most effective way to handle conflicts in the workplace is through:
1. Early addressing: Deal with conflicts promptly to prevent escalation.
2. Open communication: Encourage respectful dialogue to express concerns and perspectives.
3. Active listening: Listen attentively to understand each party's viewpoint.
4. Find common ground: Seek shared goals and areas of agreement.
5. Collaborative problem-solving: Work together to find mutually beneficial solutions.
6. Maintain respect: Keep discussions professional and avoid personal attacks.
7. Mediation if needed: Involve a neutral third party to facilitate resolution.
8. Document agreements: Record agreed-upon solutions for clarity and accountability.
9. Monitor progress: Follow up on implemented solutions and make adjustments if necessary.
By following these steps, conflicts can be effectively resolved, promoting a positive work environment and strong relationships among team members.
Use appropriate leadership style.
Study conflict, discuss personally or take participatory approach to reach final decision
communication, knowing how to listen in the first instance and analysing the origin of the problem is half the solution.
The other half lies in finding an arrangement, a compromise.
If neither side in the conflict is able to reach a compromise, then you have to find "the third way".
