subject: Conflict Management For Managers [print this page] A conflict arises when there is a certain disparity among two or more individuals. History is replete with conflicts both on an intellectual scale as well as physical scale. While the latter may be more destructive as in case of war or fights and the former is more attuned towards growth, there is no denying that both have their uses. World War II which was marked by great atrocities from both sides (for no war is without them) also saw the rapid advancement in the field of science and technology. Political debates on certain issues have led to the formulation of better laws and governance. In a corporate environment too, conflicts have their advantages but should be managed appropriately by the manager and this is done by sound conflict management practices.
The environment
A manager must recognize the environment that his or her team works in. Most conflicts occur whenever a project nears a deadline. In such cases many viewpoints may arise as to who should work overtime or how multiple duties must be handled. This leads to conflict among individuals. To defuse these situations, a company should train its managers on conflict management. Such knowledge allows managers to allow conflicts to happen as long as they do not spiral out of control or affect the morale of the team. Conflict management policies do not seek to kill conflict instantly but allow it to reinvigorate the system until it has served its purpose.
Management
One must always continuously assess their team for the various signs of conflict. Like the proverbial lull before the storm, an experienced manager may be able to gauge conflict by the synergy (or the lack of it) that individuals may possess. Then, there are times of conflict that occur when the resources available with the team are in short supply. This would create additional stress among individuals. Sometimes, all it takes is a misplaced pencil for all hell to break loose. One way of ensuring that the positives from these conflicts are imbibed is to take part in these conflicts as a neutral person. This way, they will bring their case to you - a person in power - rather than trying to solve it themselves. If the matter comes to a head, then one can either appoint another arbitrator or negotiate to bring about a consensus.
Effective mediator
As mentioned earlier, as a mediator, a manager is expected to listen to both warring parties. A good mediator should be one who is acceptable to both parties and has no conflict of interest. A proven track record in mediation would certainly be helpful. Sometimes, the core problem may not be apparent and it is up to the mediator to recognize this and execute corrective measures as necessary. Moreover, they should be able to understand the history between the warring individuals and the issue they are differing on.
Conflict management is thus a subtle art. One must always be careful while dealing with conflicting individuals. At the end of the day, the sooner one can be convinced to respect the others, the better the chances of resolving an issue and moving forward.
