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Managing Conflict Using Problem-Solving
Conflict resolution is an essential skill for all managers, especially in the Human Resource arena.Where else but in Human Resources can you find a multitude of personalities and a diversity of viewpoints?The word conflict can bring many different ideas and thoughts to mind. We often think of hostility, aggression, withdrawal, power struggles, and opposition. Just the mention of the word can make us uneasy. Most people can probably recall a time that they experienced a conflict with a friend, teacher, parent, or family member. Sometimes the results were satisfying; at other times disaster resulted.
If you are a living, breathing human-being, you will have conflict. The only people who do not are dead. If you have an opinion on anything you will disagree with someone and engage in conflict. Conflict is an inevitable part of life, work and relationships. What happens when you face conflicts at work?What if a co-worker doesnt make the deadline with his or her part of a combined project? How do you handle it when your boss asks you to do something unethical? What is your reaction to a co-worker who falsely accuses you for losing a big contract? Do you tend to hold your tongue? Do you wait to see what will happen? Or do you confront, defend and blowup?
Conflict seems to be something we think we should avoid. We fear confrontation in conflict and we associate it with anger and see it as destructive. But conflict is normal and happens continually. Conflict can even be a constructive and positive experience for all parties involved.One only has to think of how much better he feels after taking time to explain emotions and personal positions when conversing with someone after a fight.
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Our reaction to, and method of dealing with conflict rather than the conflict itself is what causes painful, frightening or even damaging experiences.Conflict issues can be big or small, between individuals or among groups. Conflict issues can be as simple as a co-worker trying to get a fellow employee to complete a project, or as complex as a manager motivating a team.
Anytime personal interaction is required in a job, situations often arise due to the presence of conflict whether it is with an individual or a situation.Usually, the greatest challenge in managing conflicts such as those described has to do with defining the problem. As a working nation, our natural tendency is to jump into action and solve the problem. This approach wont work, however, until we know what problem we are trying to solve. Once all parties involved have a clear understanding of what the problem is, they can put their energies into solving it. Leaders make sure they take the time to define the problem at the front-end. "Once defined, many times the solution will become fairly self-evident, and its implementation smoother with less chance of failure" (Dunn 5).
Conflict resolution is an essential skill for all managers, especially in Human Resources.As we embrace cultural diversity among staff and families, we must expect to encounter conflicting values, experiences, beliefs, and perceptions.
The managers role isnt to eliminate all conflict, but to minimize the anger, grudges, hurt, and blame it can cause. Trouble does not arise because there is a conflict of values, beliefs or perceptions--a program is in trouble only when that conflict goes unmanaged or unresolved.
In Managing Conflict, Goodman states that a conflict resolution system has four components that every manager should be familiar with
1.Know your style of managing conflict and that a style can either motivate or discourage staff. This knowledge can make resolving conflicts more productive, and less stressful.
.Use approaches to conflict which take the interests of both sides into account when fashioning an agreement, such as getting agreement on the definition of the problem before trying to reach a solution; requiring mutual consent for any solution; encouraging negotiation first (the parties try to work it out themselves)--then, if necessary, providing third-party intervention (the parties seek a mediator); and avoiding the use of force, unilateral judgments, giving in, and doing nothing.
.Develop a process for handling conflict. Identify who to go to, what steps to take, and expected outcomes.
4.Develop a procedure to follow, including establishing ground rules, purpose, roles, and a confidentiality policy (45).
Conflict resolution must be a cornerstone of an organizational structure. But it must be built with mutual consent and respect for the views of administrators, managers, practitioners, and the community-all of which are needed for its success.
Facing conflict in relationships is difficult. We all want peace, co-operation, harmony and resolution when it comes to workplace relationships. Conflict can result in either problem-solving and resolution or an all-out war! Confliction scenarios can prevent collaboration and cause relationship breakdown unless you have the skills to manage conflict. How you approach conflict greatly impacts the outcome; with communication comes understanding.Practical strategies for managing conflict include various strategies; when you clash or disagree with someone one way to prevent escalation is to take a time-out to consider the issues and your response. Do not feel pressured to resolve the situation immediately.
Sum up what the other person says by paraphrasing their demands, viewpoints and comments. This will clarify the issue and provide you the opportunity to reply. Most people do not listen well and tend to react defensively when engaged in conflict. As Adler states in Looking Out / Looking In Interpersonal Communication, summarizing what someone says demonstrates that you are listening; you care and are trying to understand. Replaying what you hear doesnt equate to agreement with their opinion or request ().Communicate your need and viewpoint graciously but, firmly. I was able to complete my part of the project but, I do not have time to take on your portion as well. I find over-charging customers places me in an ethical dilemma. I prefer not to carry out this task.By discovering how to better manage conflict you can prevent relationship breakdown (Miller-Heyl 6).
Using conflict resolution skills will give you greater opportunity for success in the workplace.In order to resolve conflict many resolutions can be effective.Talk directly to the parties involved. Assuming there is no threat of physical violence, a one-on-one or private setting is best. Be certain that no one is being misquoted or misinterpreted by using reflective listening, simply repeating back to the speaker what you think he/she is trying to say. Direct conversation is much more effective than complaining to everyone else.
Choose a good time. Plan to talk to the other person at the right time and allow enough time for a thorough discussion. Do not start talking about the conflict just as the other person is leaving for work, after you have had a terrible day, or right before you have something important to do. Just before an employee is about to give a presentation is not a good time to discuss a conflict with them. Try to talk in a quiet private place where everyone can be comfortable and undisturbed, for as long as the discussion takes.
Plan ahead. Consider what you want to say ahead of time. State clearly what the problem is and how it affects those involved; do not blame or name call. Antagonizing the other party only makes it harder for them to understand you. Do not blame the other person for everything or begin the conversation with your opinion of what should be done.
Give factual information. Do not interpret the other partys behavior. Instead give information about your own feelings. This does not judge if the feeling is right or wrong, but allows the speaker to know he/she has been heard. Remember the area of disagreement is a joint problem. Attack the problem, not each other. Keep in mind that you both are responsible for solving the problem. It is not just your problem.
Listen. Give the other party a chance to tell his or her side of the conflict completely. Using reflective listening, try to learn how the other party feels. Although you may not agree with what is being said, tell the other person that you hear him or her and are glad that you are discussing the problem together.
Talk it through. Get all of the issues and feelings out in the open. Do not leave out the part that seems too difficult to discuss or too insignificant to be important. The solution will work best if all issues are discussed thoroughly. Brainstorm for solutions. Consider a variety of ideas to help solve the problem. Do not judge the ideas as right or wrong, or good or bad. Look for options that emphasize the common good. Two or more people cooperating produce lasting solutions more effectively than one person telling another to change.
Look for win-win solutions. Try to settle differences in a manner which achieves everyones need for security, being needed, validation, and respect. Compare and evaluate the different options to find something that can please all parties. See if there are one or more options that are agreeable to both parties. Focus on what is needed and not what is desired. Strive to develop a compromise to reach this goal. Finally, as Goodbar states in Managing Conflict, "follow through. Agree to check with each other at specific times to make sure the agreement is still working-then do it" (41).
While conflict may seem negative, it is a natural event in relationships between people. We simply can not avoid it. It occurs because people care about each other, personal goals, individual priorities, and themselves.Depending on how they are handled, conflicts may have negative or positive consequences. The results depend on how we choose to resolve conflict. In itself, conflict is neither good nor bad. It is what Human Resource professionals do with the knowledge and appropriate application of conflict resolution that makes the difference.
Adler, R.B. & Towne, N. (Eds.).Looking Out / Looking In Interpersonal Communication. New York Holt, Rinehart and Winston, Inc. 187.
Dunn, D. Getting Results A Guide To Effective Leadership. University of Arizona Cooperative Extension. 18.
Goodbar, K. Managing Conflict. Teen Community Leadership Notebook. 18.
Leadership Skills Youll Never Outgrow. The Ohio State University. 18.
Leading In The Future.University of Hawaii Cooperative Extension. 18.
Miller-Heyl, J.L. Dare To Be You. CES. Colorado State University. 15
Resolving Differences.Michigan State University Cooperative Extension. 001.
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