Keeping
the Peace
When people work together in
groups, there are bound to be occasions when they disagree and conflicts arise
in the workplace. Whether these disagreements become full-blown feuds or
instead fuel creative problem solving is, in large part, up to the person in
charge.
You can do a lot to set the tone.
You can ensure that your employees deal with disagreements in proactive,
productive ways if you know when and how to intervene -- and when to let things
be.
Read on for 10 practical tips for
dealing with employee disagreements in the workplace.
1.
Identify the Problem
Make sure everyone involved knows
exactly what the issue is and why they’re arguing. Allow each person to clarify
their perspectives and opinions, giving equal time for them to express their
thoughts. If necessary, establish a time limit (say, 5 minutes per person), and
ensure that all parties stick to it while stating their cases. It’s your
responsibility to make sure everyone feels safe and supported, and that no one
feels ganged up on.
Talk things through until you
reach your first level of consensus: Everyone agrees that there’s a problem and
is clear on the nature of the problem. Don’t force solutions before the
situation is clear.
2.
Listen with Open Ears
We’ve all heard parodies of the
kind of shrink-speak that simply echoes what someone is saying, but a little
reflective listening, used correctly, can stimulate conflict resolution.
Make sure everyone understands
what has just been said, including the speaker. Ralph may be going on and on
about extra work and the need for training, but try to find and clarify the
underlying message: “What I think Ralph is saying is that he feels he is
constantly fixing other people’s mistakes.”
A little conflict-resolution
training can help you learn some tricks for getting to the second level of
consensus: Now everyone knows what the heck Ralph is talking about.
3.
Identify the Ideal End Result
What’s the end result, from each
party’s point of view? One trick: Try asking each participant to write down their
vision of the perfect outcome, and then read each piece out loud without
identifying the author. This way, personal prejudices and separate agendas can
be removed from the mix.
This process will lead to your
third level of consensus: Everyone agrees on the specifics of their
differences. Or it may come as a great surprise to all to discover that their
visions aren’t so far apart after all.
4. Plan
the Likelihood of Achieving Everyone’s Goals
Figure out what can realistically
be done to achieve everyone’s goals. If action is taken, how will this affect
the company’s projects and objectives? Will the end result be worth the time
and energy spent? If the attempt fails, what’s the worst that can happen?
Talk through the “what ifs”
together, as a team. Make sure everyone has a chance to be heard, and to hear
other opinions. It may be that imagining possible scenarios will lead to
shifting priorities, and maybe even new ideas, as you reach your fourth level
of consensus: You’re addressing the problem together.
5. Find
an Area of Compromise
It’s often the case that
conflicts arise over small differences in style, rather than substance, when
everyone is really trying to achieve the same goals.
Is there some part of the issue
on which everyone agrees? If not, identify bigger-picture, long-term goals that
mean something to everyone and start from there. Encourage all to think about
what they’d be comfortable giving up to reach the agreed-upon goals together.
Achieving your fifth level of consensus means that everyone understands what’s
required to move forward as a team.
6. Don’t
Play Favorites
It’s human nature to like some
people more than others, and it’s also all too human to respond to flattery and
sucking-up. We all love attention, but succumbing to blatant efforts to win
your favor will only weaken your position as a leader. Other employees will
always notice if one person or group is consistently singled out for special
treatment, or another is consistently ignored.
Make an effort to treat all of
your employees fairly and equally, and accord them the same level of respect.
Recognize and praise accomplishment. If employees feel valued and appreciated
for the work they do, they’re less likely to jockey for position and start
fights.
7. Don’t
Allow Gang Ups
Disagreement often goes hand in
hand with water cooler politics and internal lobbying. If you suspect that
employees are making side deals to get support for their agendas, do your best
to ignore these shenanigans and keep an objective perspective about the issues
at hand.
Make sure everyone understands
the company’s goals and expectations, including the expectations of each
individual. Be as clear as you can about job descriptions, responsibilities,
and territories. Discourage gossip, and don’t put people in the position of
spying or reporting on each other. Create consistent performance review
procedures that apply to everyone equally.
8. Take
Preventive Measures
A little forethought can go a
long way toward preventing conflicts among coworkers. To minimize the incidence
of spats, bring issues out in the open before they become problems. Informal
counseling provides managers and supervisors with an effective means of
addressing and managing conflict in the workplace. This may take the form of
meetings, negotiation/mediation sessions, or other dispute-resolution
processes. Informal resolution of complaints at any stage of the process also
provides managers with a no-fault, low- or no-cost means of restoring harmony
and productivity to the organization.
It will help to have a clearly
thought-out process for resolving conflicts. Provide appropriate training for
all employees, teach everyone basic conflict-resolution skills, and set an
example by using them yourself.
9. Keep
Expectations Realistic
No amount of training will
eliminate conflict in the workplace, and your employees aren’t going to become
paragons of diplomacy overnight. But the example you set and the resources you
provide will make a difference over time.
Generally speaking, managers who
successfully handle conflicts in their organizations will experience lower
rates of complaints than managers who fail to do so. Additionally, informal
resolution of complaints terminates further administrative processing and
related costs.
10.
Remind Everyone That Manners Matter
Finally, old-fashioned civility
can bring a sense of peace and harmony to an otherwise stressful workplace.
Incivility in the office carries a very high price in both human and financial
terms. Conversely, a more respectful workplace environment means a better
quality of life for employees.
Higher quality of life for your
employees means higher-quality work, which should be an incentive for any
employer to foster a “culture of civility” at work. Treat people politely and
respectfully, and take them |
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