Merriam-Webster’s dictionary defines conflict as a, “mental struggle resulting from incompatible or opposing needs, drives, wishes, or external demands” (2009). Though the perception of conflict is, for most, negative, conflict can be either good or bad. According to authors Dudley Cahn and Ruth Abigail (2007), many people describe conflict using pessimistic terms, and remember conflicts as unpleasant events (p 7). They therefore, think conflict is something that should be avoided. Others however, look at conflict in a completely opposite way. They believe that, if properly managed, conflict is extremely important - - if not vital. They feel conflict lies at the core of innovation, and view it as an opportunity for personal growth, and a chance to learn. Regardless of the opinion of it, conflict is something that can not be avoided, especially in the workplace.
In his book, Workplace Wars and How to End Them, author Kenneth Kaye (1994) states that, “No organization is so excellent, no team so unified, no business so successful that it is immune to internal conflict” (p.1). No matter how hard we try to create an atmosphere and environment that fosters consensus building and collaboration, misunderstandings will occur, and tempers will sometimes flair. In other words, conflicts will happen. If left unresolved, they can cost companies hundreds of thousands of dollars each year in lost revenue and lost customers. They can also cause poor productivity, low morale, and distrust (Zupek, 2009, ¶ 3). The key to handling conflict effectively as a manager is being prepared for them, and knowing what conflict resolution techniques to utilize when they occur. If I were the department manager of technology support company, and I had to meet with an employee who was creating conflict within the company and being confrontational with other employees, I would handle the situation by using two very effective conflict resolution techniques outlined by Dudley Cahn and Ruth Abigail. Those two conflict resolution techniques are called the S-TLC system of conflict management, and the six confrontation steps to successful interpersonal conflict resolution (2007, p. 97).
There are six confrontation steps to follow should a manager find it necessary to confront an employee. The confrontation steps are as follows:
1) Preparation: identify your problem/needs/issues,
2) Tell the employee: let the employee know you need to talk with him/her,
3) Interpersonal confrontation: talk to the other person about the problem,
4) Consider the employee’s point of view: listen, empathize, and respond with understanding,
5) Resolve the problem: make a mutually satisfying agreement
6) Follow up on the solution: set a time limit for reevaluation.
I would follow, in order, these six simple steps when I confront the employee causing conflicts. If the employee were to stop me at one of the steps, I would backtrack a step or two to allow more time for discussion before trying to move forward, as Cahn and Abigail advise. I would also make sure to discuss, in-depth, the sixth step – reevaluation to determine progress made. The outcome of the reevaluation will determine whether the employee will be allowed to stay with the company or asked to leave.
When speaking with the employee who is causing problems, if I sense that the discussion is becoming heated, I would also put to practice the S-TLC system of conflict management. S-TLC stands for stop, think, listen and communicate. Stopping means not reacting blindly and responding habitually to the other person. After stopping, it is important to think, or analyze the situation to try to know what is really happening within it before acting on it. After stopping and thinking, it is important to listen to the other person. Listening means paying attention, and being open to another person’s views. Finally, communicating is deciding on the outcome both I and the problem employee want, and communicating in the best possible way to reach that outcome.
In conclusion, no matter how hard a company tries to create an environment which fosters consensus-building and collaboration, misunderstandings will occur, and tempers will sometimes flair. Conflicts will happen. If left unresolved, they can cost companies hundreds of thousands of dollars each year in lost revenue and lost customers. Consider these stunning statistics (Zupek, 2009, ¶ 4): fifty-three percent of workers said they lost time at work worrying about a past or future confrontation with a co-worker; twenty-eight percent of workers said they lost work time because they avoided a confrontational fellow employee; thirty-seven percent of workers said a hostile disagreement caused them to reduce their commitment to the organization; twenty-two percent said they put less effort into their work because of bad blood in the office. If I were in a situation where I was the department manager of technology support company, and I had to meet with an employee who was creating conflict and being confrontational with other employees, I would handle the situation by implementing two very effective conflict resolution techniques outlined by Dudley Cahn and Ruth Abigail. Those two conflict resolution techniques are called the S-TLC system of conflict management, and the six confrontation steps to successful interpersonal conflict resolution (2007, p. 97). Following these two techniques would allow me to successfully approach this employee, anticipate the employee’s responses and react wisely to them, and most importantly work toward resolving the employee’s behavioral issues or recommending the company part ways with him or her.
