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Guide to Managing Conflict

Positive steps for managing and promoting a healthy workplace culture

[Adapted from: http://www.adm.monash.edu/human-resources/leadership-development/managing-conflict.html]

Introduction

The key to effective conflict management is timely intervention - to notice the signs and to

respond appropriately. This guide provides:

insights on the nature of conflict and the specific dynamics involved in workplace

conflict;

guidelines on the steps you can take to intervene and help your staff constructively

work through their differences; and

Conflict occurs in every workplace. Different needs, beliefs and views on how things can or

should be done may arise within or across staff and stakeholders - these have the potential to

lead to conflict.

Ideally, when such situations arise, people are able to engage in healthy and respectful debate

and consideration of each other's viewpoints. When handled well, conflicting needs or beliefs

can be an opportunity to deepen our understanding of issues, learn from others, and to

develop more inclusive and creative solutions to problems. But if mishandled or left

unattended, resentments can build and conflict between people can get worse, leading to

relationship breakdown and a range of significant human and financial costs. These include

lower productivity, reduced morale and motivation, resistance, absenteeism, presenteeism,

stress-related symptoms and staff resignations.

Managers and supervisors require the skills and ability to manage conflict, to deal with

situations of conflict effectively when they arise and to create an environment where

individuals are skilled and empowered to handle differences with co-workers in a positive

and productive manner. This guide aims to help you recognise signs of potential conflict

between staff and to give direction on how and when to intervene to produce positive

outcomes and minimise the risk of negative effects.

The Nature of Workplace Conflict

Early signs of workplace conflict

You are well placed to recognise the signs of potential or actual conflict between staff when

you develop a solid understanding of the particular work habits and styles of communicating

of your staff. This comes through regular communication and dialogue with your staff, and

focused attention on how your staff manage their work and interact with each other.

When you engage in open and regular communication with your staff, a relationship of trust

is built and an expectation can be established that concerns or difficulties with other staff

need to be aired and worked through. You can actively encourage your staff to openly talk

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with each other about their issues. However, it is important not to assume that staff will

always be able or motivated to work through their issues on their own.

If one or more staff members voice irritation or concern over certain actions or attitudes of

other staff this is a direct sign that negative conflict may be brewing and needs to be

addressed. While some staff will be vocal about their feelings and dissatisfactions, others

may respond to negative feelings by withdrawal or avoidance. In such cases, you may

observe changes in an individual's behaviour or in the behaviours of others around them. The

following are signs that may alert you to staff distress and potential conflict:

gossip

avoidance

resistance

exclusion

absenteeism

mood change

silences, or a drop in the amount of communication

inappropriate communication

negative body language

continual complaining or arguments

change in work and decision-making styles

change in social patterns, and

recurring problems.

Causes and drivers of workplace conflict

Conflict commonly occurs when people perceive that their needs are being thwarted by

others or that their views and opinions are not being heard or valued.

The following are some of the primary causes of frustrated needs and discontent in the

workplace that have the potential to lead to conflict:

role ambiguity

perceived inconsistent or preferential treatment

different values, beliefs and interests

misunderstandings

different personalities and communication styles

poor performance

limited information

poor communication

competition for limited resources

reaction to change, and

prejudice, ignorance and cultural differences.

Some of these causes are systemic. If systemic issues such as role ambiguity, limited

information, or poor performance management are identified but not addressed the morale of

a team can be lowered and individual staff can feel increasingly helpless and angry. This

creates fertile ground for interpersonal conflict.

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People in conflict

Workplace conflict can broadly be considered to fit into two categories, the first being "when

people's ideas, decisions or actions relating directly to the job are in opposition," and the

second being a situation "when two people just don't get along."1 The latter, often referred to

as a "clash" of personalities, can be the most difficult to address, because strong emotions get

mobilised based on negative perceptions about another person.

Regardless of the category, the people involved in unhealthy conflict often engage in hurtful

interactions that become the focus of their attention and serve to further fuel the conflict.

When a personalised conflict is identified, it is important to redirect attention and energy into

specific issues relevant to the job that can be worked through, and to set clear expectations on

acceptable behaviours and consequences for inappropriate behaviours. The earlier this is done

the more likely that a positive outcome will be achieved, as personalised conflicts tend to get

worse over time as each person looks for problems in the other and finds reasons to back up

their negative perceptions. Alliances can develop in teams in support of one or other of the

people in conflict which can lead to significant disruption.

The ability to recognise and acknowledge emotions in others is crucial to effectively

managing conflict situations.

There are always emotions involved in conflict and these build in intensity and complexity

the longer a conflict remains unresolved. Fisher and Shapiro (2005)2 identify five "core

concerns" that reflect people's emotional needs. They are:

Appreciation Are my thoughts, feelings, and actions being devalued, or are they acknowledged as having merit?

Autonomy Is my freedom to make decisions being impinged upon, or is it being respected?

Affiliation Am I being treated as an adversary and kept at a distance, or am I being treated as a colleague?

Status Am I being treated as inferior to others, or am I given full recognition where deserved?

Role Are the many roles we play meaningless, or are they personally fulfilling?

These core concerns provide a useful framework for identifying and understanding the issues

and emotions experienced by people in conflict. This can lead to a greater level of empathy

which in turn can stimulate more positive emotions and enable people to participate more

constructively in working through conflict.

1 Better Health Channel. Workplace conflict, Department of Human Services, Victoria, 2008

2 Fisher, R. and D. Shapiro, 2005, Beyond reason: Using emotions as you negotiate. Viking:

New York.

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Understanding conflict styles

People have different styles in how they respond to conflict, and their styles can vary

depending on their level of emotional investment in the issue at hand or their power

relationship with the other party to the conflict.

The different conflict styles are commonly defined as incorporating concern for self and

concern for others in varying degrees:

Each of these styles has advantages and disadvantages for the individual, depending on the

context in which they are used. However, it is self evident that the collaborating style of

responding to workplace conflicts has the higher likelihood of producing outcomes for the

benefit of all involved. People using this style assume a problem-solving approach, and

actively aim to defuse negative emotions and find a mutually satisfying solution to problems.

People with habitual avoiding or dominant styles often antagonise others and produce

further conflict by their manner of communication. People with a habitual accommodating

style can frustrate others and develop feelings of resentment over the neglect of their own

needs, which again can feed future conflict.

It is useful for staff and managers to develop an awareness of their predominant style of

responding to conflict, and to recognise the impact of the different conflict styles on others.

With practice and motivation people can learn to adopt and use new conflict styles according

to the needs of the situation. Through counselling, conflict coaching or training in conflict

resolution staff can be made aware of the characteristics of each conflict style and how each

contributes positively and negatively to the course and outcome of conflict.

As manager you may note chronic low level disagreements where one or more staff are

displaying signs of avoiding, dominating or accommodating behaviours. You should consider

whether these are warning signs of potential conflict requiring intervention and support for

staff.

Why intervene?

When managers encounter disagreements or problematic behaviours in their staff they may

assume the attitude of "it will pass" or "they're adults, they can sort it out for themselves".

They do so at risk of minor disagreements or misunderstandings escalating over time into

full-blown conflict, with negative behaviours that can affect a whole team.

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"The key to controlling the cost associated with workplace conflict is to address disputes

early in their life cycle before they escalate beyond an organisation's ability to effectively

intervene."3

Some of the negative effects of unresolved conflict are:

time and energy is diverted away from activities to accomplish organisational goals

inappropriate behaviours, disharmony, poor communication and/or lowered morale

poor cooperation, reduced motivation and collaboration, and/or lowered productivity,

and

stress-related symptoms, absenteeism and/or staff resignations.

Timely intervention that is positive, inclusive and thorough has the following benefits:

workplace culture that can tolerate creative tension

reduces the risk of escalation and people becoming entrenched in their respective

positions

provides the opportunity for exploring ideas and alternative approaches to problems

enables a deeper and broader understanding of issues impacting on staff or project

progress, and

increases staff members desire to collaborate and strengthens their commitment to

work together to achieve workplace goals

Choosing not to intervene in a timely manner can make a conflict situation often more

difficult to resolve in the long term.

Not all conflict is bad

By encouraging people to openly talk about their different views and disagreements in a calm

and structured way a culture of positive conflict awareness can be created. In the work

environment in particular, it is vital that new ideas and fresh approaches to work are

generated and explored by way of vigorous discussion and debate.

It is inevitable and desirable that different perspectives will lead to conflict at times, which

can be framed as creative tension that requires resolution. If such conflict is poorly managed

and consistently so, it can cause staff to feel there is too much risk involved in contributing

new ideas to the team and they may disengage.

A situation can develop, in which staff opt for status quo thinking to minimise potential

conflict and maintain group harmony. In such a group, the lack of healthy workplace conflict

can be the following negative effects:

disengagement

dependency

3 Thomas, R., 2002, Conflict Management Systems: A Methodology for Addressing the Cost of

Conflict in the Workplace.

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lack of critical evaluation of work practices, or

low tolerance to new ideas and to change in general.

Managing Conflict at the Local Level

The importance of early intervention: a model of conflict intervention [Note: Figure below drawn from University model which can include ‘Campus Security’ in escalating conflicts.]

The manager as role model

A key role of managers is to cultivate a safe and supportive environment in which people are

encouraged to work constructively. Demonstrating and reinforcing behaviours that promote a

healthy response to workplace conflict can greatly increase workplace harmony, strengthen

relationships, improve team effectiveness and make being at work more stimulating and

enjoyable. Efforts directed toward conflict prevention are the most effective way of ensuring

against the negative impacts that conflicts can cause. From time to time, however, it is

important for the manager to identify when a conflict requires more formal intervention (eg.

sexual harassment, bullying and discrimination) and seek assistance at an early stage.

As a manager you can facilitate and support a culture of a healthy response to workplace

conflict by the following actions:

Model and promote desired workplace behaviours

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By modelling, demonstrating and showing commitment to desired behaviours around

communication and conflict management you will not only present a persuasive

model to your staff but also encourage a culture of shared conflict responsibility (eg.

values and behaviours articulated and reflected in position descriptions and

performance plans).

Listen Actively

Good communication is an essential ingredient to leading and building a better

understanding with your staff, and most importantly it establishes trust. The most

critical communication skill is the capacity to listen. The willingness to listen and

understand issues and concerns raised by staff (while not necessarily agreeing with

their views or positions) can lead to increased insight, changed outlooks and the

generation of solutions to problems.

Develop strong people management skills

In addition to communication skills, people management skills such as motivating

staff, sharing information, providing constructive feedback, coaching, and setting

clear expectations around roles and responsibilities play a major role in preventing

unhealthy conflict.

Establish expectations

It is important to provide clear guidelines to staff about how conflict is to be managed

in the workplace. Staff will have greater commitment to healthy conflict management

if you set time for group discussion on the need for conflict guidelines and the

positive benefits of well-managed conflict.

Discuss training needs

In discussions with individual staff and your team you can encourage reflection on

strengths and difficulties experienced when working in the team. In private

performance feedback sessions you can encourage identification of relevant training

courses for individuals, such as assertiveness training or stakeholder management

training. In team discussions, you may also identify training or team-building

activities that would have benefits for the whole team.

Refer to support services for additional assistance when necessary

There may be occasions when due to the nature or complexity of conflict more

specialised support or intervention will be required. It is most important that you

recognise the need for additional assistance and source this from within your

organisation. It is also important to seek feedback from staff involved to evaluate

whether your suggested intervention has been successful.

Conduct a team health assessment / diagnostic

If you want to assess the health of your team, conduct your own 'team health

assessment', by asking yourself key questions (Refer to Appendix 1).

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Getting people talking

The simple act of bringing people together to talk makes a big difference in the course of

conflict. The manager has a role in encouraging this, and can facilitate positive outcomes by

providing staff with guidance on how to approach such difficult conversations.

When emotions are heightened people tend not to think as clearly as they normally would,

and they can be defensive or fearful in approaching people they are in conflict with. It is

useful to establish some simple ground rules for meeting together to work through

differences. When all parties involved in conflict understand and commit to ground rules it

provides a base of safety and increased clarity of purpose which can help people stay on track

and keep their emotions in check.

Below are some basic ground rules for effectively communicating when in conflict. As a

team building exercise, you could encourage your staff to discuss these ground rules and to

think of others that can be of use to them. It can be very powerful for a team to work together

to develop and agree on a set of ground rules. It establishes a mutually understood framework

and encourages shared responsibility for working through differences.

Some basic ground rules for effective communication when resolving differences are:

listen without interrupting

approach concerns as "us against the problem" not as "me against you"

present concerns in a factual manner, by stating what has happened, how you feel

about the situation and what you would like to happen in the future

separate the people from the problem

show a genuine desire to understand the other person's point of view

acknowledge the other person's views and opinions

seek to agree on a desired end outcome and then explore alternative options to achieve

this end

if emotions flare up agree to reschedule another time to talk, and

if you get stuck at a point and cannot move on agree to seek assistance to resolve your

concerns.

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Facilitating discussions between parties involved in conflict – Self Assessment for Managers and Team members

Behaviour Yes No

Do I listen carefully without interrupting?

Do I show concern and encourage the parties to resolve the conflict?

Do I express empathy?

Do I ask open-ended questions

Have I acknowledged and validated each person's position/feelings?

Have I allowed sufficient time for each person to have their say?

Do I make sure I have heard the entire message before reacting?

Have I summarised each party's position?

Am I displaying impatience or defensiveness?

Have I dismissed the importance of the issue?

Am I judging the parties involved?

Do I deny the feelings of those involved in the conflict?

Do I argue or disagree with the feelings expressed by the parties involved?

Have I tried to solve the problem too quickly?

Have I assumed responsibility for fixing the problem rather than empowering those involved to generate their own solutions?

Have I approached the concerns objectively by looking at the problem not the person?

Do I show a genuine desire to understand the other person's point of view?

If the conversation gets heated, do I reschedule another time to talk?

Have I sought advice and assistance in dealing with the conflict?

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Steps for facilitating conflict resolution

There will be occasions when staff are unwilling to meet alone with each other to talk

through their differences, or their past attempts have failed. You may then need to directly

intervene to assist and facilitate them in this process. There will be other occasions where you

have observed early warning signs of unhealthy conflict and need to approach the

staff involved to find out what is happening and offer support.

The following model outlines steps you can take to intervene and facilitate conflict resolution

between staff4, as well as when you are directly involved in conflict.

1. Identify the issues : Listen and summarise the key issues and concerns

2. Explore the issues : Explore and acknowledge the needs, wants and interests of parties

3. Generate solutions and options : Facilitate discussion toward mutual agreement and understanding.

4. Make agreements : Be specific about who, what, when, where, how

Source: The LEADR model of mediation

Note: It is important to note that if you have identified that the conflict is the result of a clear

breach of policy (eg. allegations of unlawful discrimination, harassment, bullying, racial or

religious vilification or victimisation, conflict of interest) or that you don't have the necessary

skills to manage it locally, seek additional assistance, advice and support as soon as possible.

1. Identify the issues

approach the parties individually in a confidential and respectful manner

raise your concerns ("I have noticed...." " "There appears to be....")

obtain an understanding of the nature of the issues and decide if conflict resolution is

appropriate

take ownership and responsibility for addressing the issues

arrange a mutually agreeable time and location for discussion

explain the process for conflict resolution - confidentiality, respectful behaviour,

equal time for speaking and listening, goals of discussion, and

4 LEADR. Mediation training manual, 2002.

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allow time for the parties to briefly explain their issues and concerns without

interruption.

2. Explore the issues

summarise and confirm each party's presenting issues after they have spoken (eg.

"You have said......Is this correct?")

identify common issues and seek agreement on their importance (no more than 3 to 4

issues are recommended), and

facilitate open discussion on each key issue independently (eg. "Can you elaborate on

...?" or "What is your perception of ...?").

3. Generate solutions and options

focus on generating options and developing solutions (eg. "What are some steps that

can be taken to resolve this for you?"), and

encourage ownership and joint commitment to a mutually agreeable way forward (eg.

"How do you feel about ... as a way forward?", "What is the absolute minimum

change each of you require of the other?").

4. Make agreements

establish a specific agreement (who, what, when, where, how), and

set a date to review progress of the agreement (eg. "Let's meet again on [date] to

review progress on this issue").

Communication do's and don'ts

Do listen carefully

show concern and encouragement (eg. "I'm concerned that you feel that way ...")

express empathy (eg. "I understand how that might make you feel...")

ask open-ended questions ("Tell me about that"... "What was that like?")

acknowledge and validate each position

allow time for each person to have their say

receive the whole message before reacting, and

summarise and paraphrase, helping each person to express their needs (eg. "What I

hear you saying is ... is that correct?").

Don't do not display impatience and defensiveness, even if you feel this way

do not act as if nothing is the matter

do not judge

do not deny the feelings of others

do not argue the feelings of others

do not try to solve the problem too quickly, and

do not assume sole responsibility to fix the problem.

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How to manage when conflict involves you

Being personally involved in unhealthy conflict can be a very difficult and confronting

experience. There is often the tendency to assert or rationalise one's position in conflict by

virtue of one's management role. This should be avoided, as should the temptation to make

decisions only because of a felt need to prove one's self or to show the extent of one's power.

Recognising when you're involved in, or are the identified cause of unhealthy conflict, and

engaging early intervention strategies provides the best opportunity not only for resolution

but to ultimately reinforce your leadership position.

Important things to consider when you are one of the parties in conflict are:

take ownership and responsibility for your part in the conflict

identify your emotional triggers and make a conscious decision to keep your emotions

in check

state clearly what you believe the problem to be and how you feel about it

express your interests and concerns assertively

listen to the other's position without interrupting

generate solutions openly and inclusively

make a time to check how things are going in the near future

seek further assistance and advice to better support your efforts, and

look after yourself.

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When to seek additional assistance

Just as early intervention becomes a critical strategy in managing and resolving unhealthy

conflict at a local level, so does recognising when to seek additional assistance. The

following points are a useful guide for deciding when additional assistance is required.

Nature of Conflict Yes No

Does the conflict involve a clear breach of policy eg: allegations of unlawful discrimination, sexual harrassment, bullying, racial or religious vilification or victimisation, conflict of interest?

Have I been unsuccessful in managing the conflict locally?

Is the conflict likely to escalate?

Do I have the skills to manage the conflict locally?

Is the conflict likely to escalate?

Do I have the skills to manage the conflict locally?

Is the situation having a measureable and increasing impact on work performance, productivity and interpersonal relations in the workplace?

Has there been an absence from work due to the conflict or could the conflict result in a compensation claim?

Is the conflict highly complex and/or involve a group of people?

Organisations generally have a range of assistance options available. If you are not sure

what’s available, contact your Human Resource area.

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Appendix 1: Building a ‘conflict competent' high performance culture in your team

Team health assessment/diagnostic

Use the scale below to indicate how each statement applies to your team. It is important to

evaluate statements honestly and without over-thinking your answers.

3= Usually; 2= Sometimes; 1 = Rarely

Team behaviour Score (1-3)

1. Team members are passionate and unguarded in their discussion of issues

2. Team members identify one another's deficiencies or unproductive behaviours

3. Team members know what their peers are working on and how they contribute to the collective good of the team

4. Team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team

5. Team members willingly make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team

6. Team members openly admit their weaknesses and mistakes

7. Team meetings are compelling and not boring

8. Team members leave meetings confident that their peers are completely committed to the decisions that were made, even if there was initial disagreement

9. Morale is significantly affected by the failure to achieve team goals

10. During team meetings, the most important-and difficult-issues are put on the table to be resolved

11. Team members are deeply concerned about the prospect of letting down their peers

12. Team members know about one another's personalities and are comfortable discussing them

13. Team members end discussions with clear and specific resolutions and calls to action

14. Team members challenge one another about their plans and approaches

15. Team members are slow to seek credit for their own contributions, but quick to point out those of others

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Scoring

Absence of trust Fear of conflict Lack of

commitment

Avoidance of

accountability

Inattention to

results

4. ________ 1. ________ 3. ________ 2. ________ 5. ________

6. ________ 7. ________ 8. ________ 11. _______ 9. ________

12. _______ 10. _______ 13. _______ 14. _______ 15. _______

Total ______ Total ______ Total ______ Total ______ Total ______

A score of 8 - 9 is an indication that the dysfunction is not a problem for your team.

A score of 6 - 7 indicates that the dysfunction could be a problem.

A score of 3 - 5 is probably an indication that the dysfunction needs to be addressed.

Description of team dysfunction

1. Absence of trust - The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.

2. Fear of conflict - This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments.

3. Lack of commitment - A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, commit to decisions, though they may feign agreement during meetings.

4. Avoidance of accountability - Where there is a lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to challenge their peers on actions and behaviours that seem counterproductive to the good of the team.

5. Inattention to results - Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.