36 DEC 2022/JAN 2023 INDUSTRIAL RELATIONS Taking away the pre-frontal cortex issue, many of the same reasons behind our teenage conflict apply just as often in the adult world. Further, many of the same principles that resolved our issues are just as applicable. Being aware of escalating conflicts and knowing how to appropriately resolve them early are skills everyone should develop. In this article, I would like to offer a few thought points for approaching lower-level conflicts in the workplace. What is behind workplace conflicts? Having advised businesses on people-related issues for over twenty years, I would say the potential for workplace conflict is a matter of ‘when’, not an ‘if’. Conflicts can arise anywhere from the production floor to the boardroom and even with clients and suppliers. Such conflict can manifest in various forms, from low level animosity to abusive conduct, and if left unresolved, can become physical altercations. Most conflicts that occur between colleagues will usually relate to competitive behaviour and competing views on work performance. However, they also occur as a result of workplace relationships/personality differences and occasionally values-based conflicts. Unresolved conflicts in a workplace will likely only worsen over time and can become intractable, resulting in toxicity, under-performance, employee departure, and potential litigation. A basic approach to resolving workplace conflicts If managing the conflict is on you, there are various methods and approaches to conflict resolution depending upon the circumstances. No particular method is the best, and the process is never easy. However, once you commence mediatory style resolution processes, you have to see them through, otherwise you risk the conflict escalating and the parties feeling unsupported. Clear communication is the key here. As a first step, meet with the parties separately and privately. Gather information so as to clearly identify the type of conflict that is occurring. This can be achieved through active listening, which involves asking questions and repeating back what you hear to confirm your understanding of the issues. Identifying the source of the conflict is probably the single biggest step of the process. Then, and if the parties are agreeable, it can be beneficial to meet with them together. Provide a fair summary of the issues as you see them and allow the parties to respond. During this part of the process you should encourage the parties to talk openly but respectfully, and allow each party to have the opportunity to speak without being interrupted. Encourage the parties to find common ground and agree to the common goal of resolving the issues. Hopefully, having clarified the issues, the next step is trying to engage the parties in a collaborative process in which they propose effective solutions and preventative strategies. Directing conflicting co-workers to cease and desist may be a fair, lawful and reasonable direction, but it certainly won’t resolve the underlying issues. If the parties can agree on a way forward or an effective solution, it will more likely result in them sticking to any agreed outcomes. If necessary or appropriate, write the plan down and have the employees agree on the wording. Finally, it can be useful to follow up with the parties to see if they have moved on and kept to the agreed outcomes or if simmering tensions remain. If cracks appear, it may be time for a revisit with both parties. The parties may not end up being best friends, but if they can productively and respectfully work together, you should consider your involvement a success. I would also recommend you keep diary notes throughout, as they can provide useful evidence if the issues arise again and have to be revisited. The actions I’ve suggested in this article will hopefully provide a synopsis of the issue. Resolving conflicts requires time, prioritised effort and nuanced management. However, I believe most low-level conflicts in the workplace can be resolved successfully by managers. If it turns out the issues are of a highly complex or sensitive nature, or if the conflict is long-running, it may be appropriate to call on independent external assistance. Charles Watson GM – IR, Policy and Governance PVCA by Charles Watson CAN’T WE ALL JUST GET ALONG? CAN’T WE ALL JUST GET ALONG? My best friend initially disliked me intensely, and the feeling was mutual. As teenagers, our dislike for each other would regularly manifest itself verbally and even come to periodic physical confrontations. Looking back, we don’t exactly know why this conflict occurred. It was likely a combination of ego, frustration, unhealthy competitiveness, underdeveloped communication skills, misunderstanding, and a lack of problem-solving skills that was backed by emotional and pre-frontal cortex immaturity in teenage boys. Conflict Resolution in the workplace Conflict Resolution in the workplace Photo Credit: Charl Folscher (Unsplash)
