Handling workplace conflict

No two people think alike. So, if people work in groups, differences in opinion cannot be regarded as something unusual. Disagreements in viewpoints are a cause of disharmony amongst the staff. And any form of disharmony leads to conflicts. But if conflicts get puffed up beyond control, their resolution becomes the responsibility of the head of that particular setup.

            As a boss, it is necessary to know when and how to mediate or arbitrate and at the same time make certain that the affected individuals address their differences in a hands-on, yet fruitful manner. More importantly, the appropriate time for getting off the scene should also be known. Staff rows are bound to occur, so here are some realistic guidelines to deal with them:

·   Pinpoint the issue:  It should be ensured that everyone involved in the spat is well aware of the contentious subject, the very cause of the row. The process should carry on till the warring individuals agree that they are in disagreement and are clear about the reasons for the same.

·   Permit elucidations:  All individuals should be afforded equal opportunities to put across their viewpoints pertaining to the problem. If necessary, the discussions can be moderated by allowing an individual a specific time to speak, say five minutes. It should be ensured that the time limit so stipulated is adhered to by everybody. The important point is that they should feel secure and not suffer from being given a prejudiced treatment. 

·   Visualize the outcome: The final result from everybody’s perspective should be discerned. It may astonish all when they come to know that their ideas are not too dissimilar from one another. It should also be concurrently fathomed how every individual’s objective is attained to the maximum level possible and sensibly too. It is worthwhile to consider the realistic aspect of the mediation process, that is, whether the effort is commensurate with the result. And should the process be unsuccessful, what is the nastiest development that can take place?   

·   Identify conciliation prospects: This is possible only if people have the same opinion on some aspect of the subject of disagreement. And if there is absolutely no convergence whatsoever, then efforts should be directed to identify some enduring objectives that hold out some significance and purpose for each and everyone. Once identified, they should serve as a start-point.           

A judicious approach and some prudence can definitely help in warding off workplace conflicts and the tensions that they give birth to. Some precautionary steps, if instituted in the right earnest can reduce the frequency of workplace conflicts and play down the unpleasantness known to be generated by the tensions associated with them. Such measures are:

·   No issue should be allowed to go unaddressed. As a matter of fact, all contentious matters should be discussed in open forums, lest they assume a monumentally grave proportion.

·   Be on the lookout for conflict indicators; once noticed, all possible measures should be taken to get to the bottom of it. The problem should be nipped in the bud.

·   It should be ensured that a mechanism to solve conflicts exists. The issue can be broached up at a conference or any meeting and a conclusion arrived at on the line of action that people should adopt in the eventuality of disagreements.

·   Organizational objectives and aspirations should be comprehended by every employee. Likewise, how what an individual ought to contribute should also be known. In this context, one should be absolutely unambiguous with regard to job depictions and the charter of responsibilities associated and the accountability that goes with them. In addition, the spheres of activity should be also demarcated well.

·   Every worker, irrespective of his appointment or position should be provided with adequate opportunities for skill upgrading. As part of training activities, conflict resolution should be incorporated. More significantly, their usage by maximum number of people should be anticipated.

·   A good job done by anybody calls for a pat on the back. All employees attaining anything noteworthy should be appreciated and their efforts acclaimed. It should be remembered that if employees are given recognition, there are minimal chances of their canvassing for spotlight and getting into altercations.

·   Rumour-mongering and idle chats should never be promoted. No credence whatsoever should be given to gossip. Also, undercover works assignments should never be resorted to. On the contrary, unswerving performance review systems applicable to everyone across the board should be enforced.

Casual advice rendered by seniors to subordinates is a very valuable tool to handle workplace conflict. It can be done so during routine conferences or even when the conciliation process is on and serves as an omission-less and cost-effective method to usher in workplace concord, beside boosting performance outputs. In addition, any likelihood of follow-up administrative procedures and allied expenditure also eliminated. It is a proven fact that supervisors who deal with workplace spat with success are also the ones who do not encounter much criticism and grumble in their careers.

Though traditional graciousness at workplace is fast vanishing, the fact is that it is the only medium that can bring about accord and reduce tensions at any place of work. On the contrary, a disposition not harbouring politeness and good manners has a very exorbitant cost tag attached to it both in monetary and personnel contexts. In opposition to the foregoing, any workplace that is stress-free invariably promotes a superior life worth, something that in turn boosts work output. And all organizations ought to be looking for this important factor in their setups.