This informal CPD article ‘Managing Workplace Conflict’ was provided by London Optimum Training & Consultancy (LOTC), a UK-based training and consultancy provider committed to professional development and organisational performance.
As a human resources professional, you will inevitably need to deal with conflict as part of your day-to-day work. Conflict affects team morale, productivity, profit and customer relationships (1). If unresolved, it can lead to legal proceedings which are costly in terms of time, money and the organisation’s reputation. It is therefore worthwhile to learn about the many causes of conflict and the best way to manage it.
Healthy vs Unhealthy Conflict
Conflict can be either healthy or unhealthy for a business. Healthy conflict is when there is disagreement about a decision or course of action which sees the parties involved having to set out the arguments and explore each perspective in order to reach a reasoned decision or agreement (2). However, unhealthy conflict can be very damaging for an organisation. It needs to be managed and resolved quickly in order to minimize any negative outcomes.
Conflict resolution strategies are about how you deal with the source of the conflict and agree action to eliminate or reduce it. As a HR professional, you can deal with conflict through negotiation, compromise, influence, bargaining, mediation or arbitration (3).
Identifying Signs of Conflict
Identifying the sign of the conflict is crucial and key to what you do. The first stage is to identify whether there are signs of conflict within the team or between individual team members. The indications may include a noticeable decline in support for new initiatives, poor responses during discussions, and limited input in meetings. Other signs include a fall in productivity, higher than normal sickness leave and negative behaviours (4). Once you realise that conflict is present within the team and you are aware of the parties concerned, the next stage is to identify its cause.
The causes of conflict are wide-ranging. They can include weak management, unfair or unequal treatment, lack of clarity in job roles, inadequate guidance or training, poor working conditions, bullying behaviour, or unrealistic expectations (5).
Finding Resolution
Once the cause of conflict has been identified, you will need to find a resolution that is satisfactory to all parties involved. Your organisation may well have an established policy or procedure for handling conflict, which you should follow in such circumstances. Often the issue can be sorted out quickly and amicably on an informal basis without having to resort to formal procedures. If unsuccessful at the informal stage, you will need to follow formal processes with your HR department in order to avoid an employment tribunal or industrial action.
When conflict is first recognised, it may be sufficient to simply monitor the situation as the parties concerned often resolve the matter themselves or move on. However, if a minor disagreement or personality clash persists, you will need to intervene by having a word with both sides, making each aware of the situation and how they can achieve their own goals without clashing with others. Use of your negotiation and influencing skills will be key and you may possibly need to find a compromise solution (6). If you fail to sort out the conflict, you could consider asking for advice from the HR department.
In conclusion, conflict is a normal part of working life, but it needs to be managed properly. By spotting the signs early, understanding the cause, and dealing with the issues quickly, you can help maintain a positive and productive workplace.
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REFERENCES
(1) CIPD (Chartered Institute of Personnel and Development). (2020). Managing Conflict in the Modern Workplace.
(2) Amason, A. C. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making. Academy of Management Journal, 39(1), 123-148.
(3) Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.
(4) ACAS (Advisory, Conciliation and Arbitration Service). (2021). Estimating the Cost of Workplace Conflict.
(5) Katz, N. H., & Flynn, L. T. (2013). Understanding Workplace Conflict and Its Causes. Conflict Resolution Quarterly, 30(4), 393–410.
(6) Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
