Workplace Conflict: Survey Says? We Could be Doing Better

Workplace Conflict: Survey Says? We Could be Doing Better

Almost 80 percent of workers in Quebec indicated that they have often or occasionally witnessed workplace conflict in the last year. This according to a survey published today by Ordre des conseillers en resources humaines agrees; a Quebec based Human Resource Professional Association.

What does lack of engagement by management in conflict mean for your business?

To your employees, management has two options when conflict arises: to get involved, or to turn a blind eye. The survey reinforced the importance of taking an active role in managing conflict with results that demonstrated staff being 21% more likely to be less productive when managers did not engage. Conflict in the workplace has clear effect on a company's bottom line and more importantly on the happiness of the staff. Does any of this sound familiar to you?

Increased absenteeism;

Increased resignations and dismissals;

Decreased productivity; and/or

Breakdown in trust of hierarchy.

How do I engage?

Workplace conflict is not necessarily a bad thing. Many of us have negative emotions tied to the word conflict, but it does not have to be that way. Conflict lies at the heart of competition, creativity and diversity. It is only ill-managed conflict that results in disputes that create toxic work environments.

The first step in relation to workplace conflict is listening - actively. Without being involved in the dialogue management may miss the cues of festering disputes. Active listening means paying attention to the words being used to describe situations, the body language of the person talking and the general tone of the conversations in the workplace. Are they nurturing or are they gossip riddled? Who is saying what and about whom?

Through active listening, management can take the next step: strategize about the sources of workplace conflict. They can be numerous: task related stress; breakdown in communication; trust issues; personality based conflict and so on. Once the sources have been identified, it becomes a matter researching and implementing the proper tools to mitigate the unhealthy conflict.

If the causes are related to workflow procedures then streamlining and revision may be necessary. This process should, if at all possible include as much input as possible from those involved in the workflow procedure. Input from front line staff is more valuable than a textbook solution put into practice. Additionally, by investing in the opinions of your employees, you will reap the benefit of increased trust as long as the feedback is not dismissed. That is not to say that all input must be included in the revision. If an idea is not followed through on, follow up with clear communication behind the rationale. Leading with respect for others will foster an environment of respect.

Lack of trust, breakdown in communication and personality related conflict are more complicated to solve with a single brush stroke. That being said there are reams of tools available to managers that can empower employees to more effectively manage conflict.

If your company would like to do better and is looking to implement new solutions, you are encouraged to consult training providers with expertise in these areas, as well as mediation.

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