HOW TO AVERT NEGATIVE CONFLICT AT THE OFFICE

THE EARLIER, THE BETTER: Address issues as early as possible, whether you are the employer or employee

Prevent conflict from happening

1) ‘’You can predict straight away what conflict areas are going to be, ‘’ Peter Samuel, an Industrial relations specialist at Nottingham University Business School, says. Budget squeezes and redundancies are a dangerous breeding ground for employee discontent. Communicating clearly; setting an open door policy, being consistent and developing teams’ interpersonal skills can help to prevent conflict from arising.

Acknowledge it

2) Ben Willmott, a senior public policy advisor at Chartered Institute of Personnel and Development, says that most managers are not prepared for conflict: There are usually clear signs from individual behaviour. Managers need to be ready to intervene.’’

Dr Samuel says that passive forms of conflict such as ABSENTEEISM OR LATENESS often point a deeper, hidden problem. ‘’Even joking can be a form of conflict.’’

Tackle issues early on

3) ‘’It is important to address issues as early as possible, whether you are the employer or employee, ‘’Jane Bird, of Acas, the conciliation service, says; ‘’Internal workplace conflict is kept very much underground- everyone knows it is going on, but organizationally is not talked about.’’

CIPD research found that resolving a grievance case takes an average of nine days, disciplinary case 13 and preparing for an employment tribunal 15 days.

Take the emotion out

4) As a traffic warden for Vinci park, a car park design and management company, Craig Adamson is used to dealing with irate customers who sometimes can become violent when presented with fines. In his experience, the worst thing to do when a blow-up occurs is to ask someone to calm down: ‘’they find it patronizing’’. Using open language, not talking with hands and speaking gentle, tone send out calming signals

‘’If people are frustrated or angry, then don’t try to resolve it while they are still emotional,’’ Bill Fox, the Chairman of Maybo, a conflict specialist, says.

People instinctively avoid uncomfortable conversations.

5) Ms Bird says. ‘’Talking can be cathartic- when people feel that someone is listening to them, they calm down.’’

Grievances or formal disciplinary procedures are an important stage, but are often overused by managers, who shy away from dealing with conflict, Mr Wilmott says. ‘’Speak to people individually to find the root of the issue, then bring people together. Retain your integrity-don’t take sides.’’

Look for the root causes

6) Conflict is the symptom, not the problem- the real cause is not always obvious. Conflict is often caused by breakdown in communication. Mr. Fox suggests asking ‘’why’’ five time- the number of questions usually needed before people can pinpoint the reason for something happening.

Move away from ‘win-lose’

7) ‘’People think of conflict as ‘’WIN LOSE’’, but there are many different outcomes- a compromise or a solution that meets everyone’s need.’’ Gareth English of OPP, a business psychology firm, says.

Avoid referring to entrenched positions. When you start sharing information, you often find that they are closer than they think.’’

Involve people in the solution

8) ‘’Managers do not have a monopoly on good ideas. People can often be encouraged to be quite creative in coming up with a solution and are more likely to ‘own’ it’’ Ms Bird says.

Mr. Willmott advises managers to take mediation training to develop their skills at brokering a deal.

MAKE PHYSICAL CHANGES

9) TO BREAK A DREADLOCK, PHYSICALLY MOVE PEOPLE OR CHANGE THEIR WORKING PATTERNS TO HELP TO RE-START SITUATION

10) Conflict is not always negative

Some of the greatest victories in employment history would not have been won without bitter conflict- equal pay legislation or maternity rights for example, Dr Samuel says.

‘’Just because conflict is uncomfortable doesn’t mean that it’s bad,’’ Mr. English says. ‘’If people agree all the time, then you get ‘group think,’ which leads to risky behaviour.’’


Source The EastAfrican