Doing damage control after an office conflict

Workplaces offer many challenges that vary from one office to another and evolve over the years. But one challenge could be the most difficult for most people: Not getting along with coworkers or a supervisor.

Because the workplace is where teams build and innovative, having constant clashes or conflicts with the team leader could be demoralising. It also discourages team members from taking those extra steps that make a difference for fear of rocking any boats when their own jobs always seem on the line.

Conflicts are not necessarily the fault of either party. They could be the result of a personality clash or contradictory management styles, experiences or expectations. They also could escalate into real crises if left to brew and tackled only when there is a problem.

That is why it is critical for people to put these problems on the table, and discuss with the help of management or HR ways to keep a healthy work environment for everyone despite all differences.

If you’re in a similar position with your supervisor or team members, here are a few steps that could help mitigate the damage.

Identify the root of problems

It is easy when problems happen to point fingers and get sucked into the details. A more constructive way, however, is to look closely at why these problems are happening in the first place. The answer might not be the first thing that comes to mind — like someone did a horrible job. It might be miscommunication or unclear work flow, for example.

Individual personality traits also could lead to conflicts. Someone who prefers to hint at issues instead of tackling them head on could be getting in the way of resolving conflicts. Meanwhile, someone with an explosive temper could be also hindering any constructive communication. So it is important to lay out the actual problem and try to find way to uproot it.

Avoid personal attacks Don’t hold grudges Be proactive rather than defensive

For many people, it is difficult to bring up issues in the workplace if there is no problem. Fears of consequences or reactions of their supervisors may be the main hurdle. This approach is counterproductive, however. When you preempt problems from happening, you position yourself in a much better place than you do when you have to deal with the fallout of a problem.

In addition, when everyone is in a more relaxed state of mind, it is more likely that you will be able to get your message across. There will also be time for everyone to reflect on your concerns and address them adequately, when people are not busy dealing with a crisis.

So if you anticipate that your current work circumstances or relationships will fail at a certain point, you must bring this up and try to find ways to pre-empt problems.

In many cases, work differences evolve into personal dislikes and this leads to personal attacks. In a workplace, this could cause serious, lasting damage to relationships that are key to teamwork.

So regardless of what you think of your coworkers or supervisors, avoid descriptions such as: vindictive, selfish, insecure, immature, etc.

Stay objective when you describe issues and conflicts to team members who are relevant or helping with problem resolution. And don’t be dragged into office gossip, where it becomes harder and harder to stay professional and objective.

In addition, know your own temperament. If you know that you won’t be able to control your temper in the face of problems, give yourself time to regroup and come back with a more restrained approach.

Easier said than done. But keep work separate from how you perceive others as people. Even people whom you think inexperienced or unworthy of their positions are likely to be decent human beings worthy of your respect.

If your concerns are merely professional, don’t allow them to taint how you treat others. Don’t be one of those workers who turn the workplace into hell for everyone else. After all, jobs come and go, and people leave workplaces with more memories than trophies.