Preventing and resolving conflicts in the workplace

Conflicts can arise anywhere, including in an office environment. The prevalence of workplace conflicts can be hard to quantify, but a 2018 report from Randstad USA indicated 58% of workers have left jobs or considered leaving jobs over negative office politics.

That’s worth noting, as firms have recently faced unprecedented challenges related to employee retention. A recent Gartner¨ poll found that 60% of executive leaders were significantly concerned about employee turnover. Though workplace conflicts are not the lone variable that compels workers to leave a company, firms that can prevent and quickly resolve such confrontations may be able to reduce turnover and benefit from greater productivity.

Ensure managers are well trained in effective communication.

The Harvard Professional & Executive Development notes that the ability to communicate is a vital managerial skill. When workplace conflicts arise, managers must be able to hear each side and empathize with each team member. Firms can reinforce conflict resolution training for management level positions to ensure problems are addressed appropriately and promptly.

Listen and promote a willingness to listen.

Listening to each team member when conflicts arise is an important part of conflict resolution. It’s equally important to ensure employees recognize management’s willingness to listen, which encourages workers to come to their managers before issues escalate into messy conflicts.

Identify commonalities and misalignments.

Commonalities are where goals, interests and ideas intersect, even during a conflict. Misalignments are where those goals, interests and ideas diverge. Remind employees involved in conflict of the goal of a project from the standpoint of management, and then try to align each person’s point of view in an effort to resolve the conflict in service of the larger goal. Give each person’s ideas and concerns equal consideration so everyone feels as though their voice has been heard.

Ensure the focus is on the problem, not the individuals.

The Harvard Professional & Executive Development urges managers to focus on the problem, not the people involved in it. It’s easy to step on toes or give the impression of favoritism if the focus is on the individuals. By focusing on the problem, the conflict can be depersonalized in service of the larger goal. Workers who feel as though their concerns were given equal consideration are more likely to embrace the ultimate resolution to a conflict than those who feel as though their point of view was brushed aside.

Be decisive.

Indecision can allow conflicts to fester, so once a resolution is identified, managers should act on it. Follow up on the project to ensure the conflict is not simmering. Workplace conflicts can be prevented or resolved with some simple management strategies.