Conflict Resolution and the Workplace
For many, the idea of conflict in the workplace is something that most have come to terms with.
It’s a natural part of the business day, and something that we must all learn to work with. What
the mission of this synopsis is trying to do, is to give you strategies for dealing with conflict in
the workplace, and hopefully, manage it better on your end. If you happen to teach some of these
beliefs to others, then you would be a big help in bringing some much needed change to the
business world. Conflict is a result of natural competition between two or more individuals or
between various departments. It may be used to prevent stagnation by focusing on problems
which need to be resolved. Furthermore, conflict helps both individuals and groups to define and
perpetuate their distinctiveness and promotes unity, cohesion and common purpose. It may be
very healthy as it enables individuals and groups to establish norms to regulate and define the
balance of power which prevails in an enterprise. In essence the roles individuals play in a
business also impacts on conflict management.
Defining the problem
By definition, workplace aggression is any act of physical assault, threatening, or coercive
behavior that occurs in a work setting and causes physical or emotional harm. It includes
incidents of verbal abuse, threats, obscene gestures, and sexual harassment. Verbal abuse
primarily involves humiliation, derogatory comments, threats, and deprivation, which creates
negative perceptions, increases apprehension and stress, and diminishes self-confidence and self-
esteem. Aggressive communication styles of individuals who verbally abuse others can include
“humorous” put-downs, sarcasm, blaming, and labeling. Types of physical assault include
pinching, biting, hitting, grabbing, kicking, or being struck by a weapon. Workplace aggression
also includes acts of sabotage on work-site property. Workplace aggression isn’t much different
from domestic violence: It’s an abuse of power and control, and it can involve:
• Psychological and emotional abuse, for example, name-calling, public humiliation,
offensive jokes, and slander
• Threats and intimidation, such as tracking someone’s every move or threatening bodily
harm
• Sexual assault and coercion, such as making comments with sexual overtones, displaying
sexual material, and touching an individual against his or her wishes.
(DelBel, 2003).
These are the more serious incidents that can and will lead to a use for conflict resolution in the
workplace. Workplace aggression continues to happen at an alarming rate, and at some point in
their career, most people have either been a victim, or witnessed, some type of transgression
happen. The question then proposes; what to do about it? The answer to that lies in Alternative
Dispute Resolution.
What is Alternative Dispute Resolution (ADR)?
Alternative dispute resolution is decision-making processes to resolve conflicts that do not
involve the filing of a lawsuit or litigious posturing. There are two basic types of ADR, (1) non-
binding methods such as mediation, negotiation, or facilitation, which assist parties in reaching
but do not impose a resolution to the dispute, and (2) binding methods, such as arbitration or
adjudication, in which neutral decision-makers rule on the issues presented. Some combination
of these methods is also available. Mediation is a very effective and often used ADR process, in
which a trained impartial third party assists disputants to find a mutually acceptable solution to
their dispute. Aside from being consensual, mediation is both voluntary and confidential and
enjoys considerable confidentiality, unlike a lawsuit, which can become a public record.
When is ADR Appropriate?
ADR is an alternative to costly and time-consuming adversarial processes, like litigation,
available for those individuals willing to communicate with each other and attempt to understand
and resolve disputes with the assistance of a trained neutral. ADR is useful in a wide range of
disputes, such as commercial business conflicts, professional liability claims, interpersonal
disputes, family and divorce matters, harassment and discrimination, shareholder suits,
partnership conflicts, and other workplace and marketplace issues. Mediation is the logical
extension of negotiation and is the most favored method for conflict resolution used by courts
and applicable in almost every lawsuit situation but with a savings of time, money, and company
resources.
BEST BUSINESS PRACTICES
Litigation is risky, expensive, time consuming, and often counterproductive, and should be the
alternative form of dealing with business disputes. Alternative Dispute Resolution (ADR)
processes offer business and industry a range of settlement and private adjudication options
which provide fast, inexpensive, confidential, and uniquely tailored methods of agreement and
communication. While not appropriate in all matters in controversy, especially constitutional
questions or statutory interpretation, ADR processes can be a distinct advantage in many
disputes, especially where there will be an ongoing business relationship.
Practical tips on the use of ADR for the resolution of business disputes:
• It is virtually impossible to avoid business disputes and the propensity for litigation when
no other matter affects business as completely as law and the legal process. Accordingly,
a thorough understanding of the avenues available for conflict resolution in the workplace
is essential to a prudent businessperson.
• A due diligence pre-litigation analysis of the costs, time, likely conclusion, impact on the
business, and alternatives to a lawsuit should be conducted when the need arises.
Although attorneys cannot predict with certainly the outcome from litigation, the likely
costs and possible disposition of the case should be discussed.
• While many attorneys are aware of the benefits of ADR, many litigators feel most
comfortable in a lawsuit environment where the case can be controlled and managed
through procedural and evidentiary rules in the lawyer’s domain and where monetary
awards are the almost exclusive remedy. Parties lose control of the outcome and
relinquish the fruits of their relationship to attorneys when a lawsuit if filed and pursued.
• Implementing ADR in company policies to resolve disputes before they become legal
matters is a form of risk management and prudent business practice. Consider employee
handbook provisions and manager training in dispute resolution techniques of active
listening and productive communication as a way to increase the bottom line by
preemptively addressing destructive conflict.
• Businesses desiring complete confidentiality of matters in dispute should consider
submitting their case to a third party neutral before filing in court, accounting for statute
of limitations timelines. Because judges routinely order cases to mediation in court-
annexed mediation programs, your pre-litigation resolution is entirely private and will not
become a part of the court records.
• Carefully draft settlement agreements with the assistance of your attorney to avoid
subsequent enforcement problems. It may be appropriate to include payment of legal
expenses incurred if enforcement actions are necessary or that all parties agree to return
to mediation before resorting to the court for interpretation or implementation of the
agreement.
• Because participation in mediation and/or arbitration may be mandated by statute,
contract, or request, businesses should establish relationships with law firms, CPA’s, and
other professionals knowledgeable and comfortable in the various ADR processes before
their services become necessary.
• Consider including in all documents, contracts, and employee handbooks an informal
dispute resolution clause mandating a onetime good-faith attempt to use mediation in
disputes between parties to the contract. Such requirement does not preclude more formal
processes and litigation, but it does force the parties to prepare for negotiation through
mediation, where the chances for resolution are high if the parties prepare and participate
in good-faith.
• Mediation is the remedy of choice where maintaining a long-term continuing relationship
is important. No other process allows so completely for mutually satisfactory outcomes in
an environment that does not diminish the possibility of future business dealings.
• Mediation requires preparation and is not merely a process of talking and waiting to talk;
it is collaboration (win-win) rather than compromise (lose-lose). Good outcomes are the
result of preparation and analysis of factual and liability issues before negotiations begin.
• Select the mediator carefully. Mediation is largely unregulated and competency, training,
and experience of mediators vary widely. Know the style your mediator prefers
(directive, facilitative, transformative) and ask about membership in professional
organizations and associations, specialized training, and professional background. Just
because someone has had great recognition in a particular job or profession does not
necessarily mean that he/she is the best person to act as your neutral.
• Bring your attorney to the mediation or have him/her constructively present to review the
settlement. When a party is represented by legal counsel, a mediator should suggest an
interim or suggested settlement be written and signed by the parties subject to ratification
by counsel before it becomes fully binding and enforceable. When the parties sign a
settlement agreement this is a binding contract and has the force of law behind it. A
handshake or verbal settlement may be difficult to later prove, especially since the
mediator cannot be compelled to testify about what was said during the mediation, so
being able to show proof of an agreement independent of the mediator can be important.
ADR as an Asset to Small Business
Conflict exists everywhere and the cost of workplace conflict can be staggering…
• Research indicates that up to 40% of manager’s time is spent engaging in or attempting to
resolve conflict;
• Managers sometimes restructure the design and flow of tasks to reduce interaction
between conflicting employees, which can reduce the effectiveness and productivity of
the original design;
• Exit interviews, which explore the underlying reasons for an employee leaving a
company, reveal that chronic, unresolved conflict is a decisive factor in at least 50% of
all voluntary departures;
• Absenteeism can be associated with the stress of chronic conflict within the workplace.
Nearly every physical illness or injury has a component, which is psychogenic, that is
caused in part by psychological or emotional conditions;
• Aside from lost work time resulting from illness and injury, medical care costs are
increased. The rate of claims affects the premiums paid by the employer to its health
insurance provider and more claims may result in higher premiums;
• There is a direct correlation between the prevalence of employee conflict and the amount
of damage and theft to inventory and equipment.
Corporate policies, undermined by unmanaged conflict within the organization, are not fulfilling
their purpose of guiding and directing. Unmanaged conflict is a distraction from an otherwise
productive use of time, energy, and resources. It chips away at internal and external relationships
and eventually at the bottom line. Managing conflict effectively can result in low-cost solutions
that save time, resources, and relationships. These benefits also directly relate to increased
profits, something every business strives for.
Managers and employees alike can benefit from participating in mediation or other forms of
internal ADR; here are some of the benefits:
• Fosters equal opportunity in the workplace;
• Maximizes cost effectiveness;
• Is a very good tool to address discrimination and harassment complaints;
• Helps to diffuse hostile feelings and emotions that could lead to inappropriate resolution
such as violence;
• Facilitates a direct contact and collaboration between managers and employees,
something conducive to a more harmonious workplace;
• Allows managers and employees to have an active role in the resolution process;
• Mediation is confidential, fair, not precedent setting, and binding;
• Parties can move from debate to dialogue.
Conflict has many Costs:
COST CHECKLIST:
• Wasted Time
• Poor Decision Making
• Loss of Skilled Employees
• Unnecessary Restructuring
• Sabotage, Theft, and Damage
• Lowered Motivation
• Lost Work Time (Sick Leave)
• Increased Health Costs
? Research studies show that up to 42% of employees’ time is spent engaging in or
attempting to resolve conflict.
? Conflict contaminates the decision-making process by causing information to be
incomplete or unreliable, and each decision-makers judgment and objectivity may be
affected when threatened by the apparent hostile intentions of others.
? Exit interviews, which explore departing employees’ underlying reasons for quitting,
reveal that chronic, unresolved conflict is a decisive factor in at least 50% of all voluntary
departures.
? Managers sometimes restructure the design and flow of tasks to reduce interaction
between conflicting employees, and thereby reduce effectiveness and productivity of the
original design.
? Studies reveal a direct correlation between prevalence of employee conflict and the
amount of damage and theft to inventory and equipment. Covert sabotage of work
processes often occurs when employees feel angry toward their employer. Much of the
cost incurred by hostility is hidden from management as accidental or inadvertent
mistakes.
? From time to time, most employees’ motivation to do a good job is eroded by the
unrelieved stress of trying to deal with a troublesome or difficult person.
? Absenteeism is associated with job stress and especially the stress of chronic conflict
with coworkers. Nearly every physical illness or injury has a component which is
psychogenic, that is, they are caused in part by psychological or emotional conditions.
? Aside from lost work time resulting from illness and injury, medical care costs are
increased, since the rate of claims affects the premium paid by an employer to its health
insurance provider.
NEGATIVE EFFECTS OF WORKPLACE CONFLICT:
• Lawsuits
• Violence
• Labor Strikes
• Administrative Claims
• Management Diversion
• Hostile Work Environment
• Lost Productivity
This is a List of Some Words or Phrases That Describe Conflict:
FIGHT or Coercion
Threatening
Shouting
Posturing
Withholding support
Ignoring communications
Avoiding personal contact
Polarizing the workplace
Filing a grievance
FLIGHT or Distancing
Crying
Anxiety or panic attack
Closed body language
No eye contact
Communication breakdown
When parties employ ADR, the chances of arriving at a mutually acceptable resolution are very
high for many reasons:
• Substantial savings in legal fees and other litigation costs, including intangible costs of
lost time, focus, and productivity;
• Promptness and speed of resolution;
• Creative, business driven “win-win” outcomes not otherwise available;
• Solutions based on the parties’ real interests, not merely legal positions;
• Preservation of the business relationship;
• Privacy and confidentiality;
• Control.
(Belak, 2010)
Prevention Measures
• Does your facility have a clear reporting procedure in the event that there’s a workplace
aggression incident?
• Whom does the staff inform of its concerns?
• What are the repercussions should individuals report an incident that makes them uneasy?
• Does your facility offer a mental health support program for staff? Is it effective in
helping to reduce employee stress?
• When someone voices a concern to supervisory staff, is action taken to address the
problem quickly?
Warning signs precede most workplace aggressive incidents and often become more pronounced
when stress levels rise. An environment ripe for conflict harbors employees who:
• Don’t take responsibility for their actions and consistently blame others for failures or
problems.
• Openly express contempt for management or authority figures.
• Push the limits of acceptable behavior and suggest that aggression is a way to solve
problems.
(Becze,2009)
For Managers Specifically:
• Take a step back: Consider all of the elements involved in the problem, and come up with
possible solutions.
• Address the situation: Meet with the parties involved in a non confrontational setting, and
get an idea of both sides of the situation.
• Listen: During the meeting, be sure to listen not only to what the parties are saying but
also to the emotions behind their words.
• Take a “snapshot” of the situation: Summarize what you learned from both sides, and be
sure your perception matches what actually happened.
• Explore options: Discuss options for a resolution. Encourage the parties to work together
to come up with ideas that are beneficial to both.
• Assess the options, and determine a solution: Make sure the ideas are feasible and
attainable, and then steer the discussion toward the option that would best benefit
everyone involved. Encourage the parties to come to a consensus on one of the solutions.
• Build up the relationship: Emphasize the benefits of the outcome the group decided on
and your availability for future discussion.
• Ongoing interaction with all employees in a climate of mutual respect.
• Matching leadership style with the group of employees.
• Putting employees in charge as well as in control – giving them latitude to make
decisions independently.
• Constantly striving to motivate employees.
• Striking a balance between concern for individuals and groups and the accomplishment
of tasks.
• Giving employees realistic workloads.
• Including the employees in the implementation of current plans as well as in future plans.
• Involving employees in the communication process.
• Including conflict management in the employee relations planning and identifying
instances of conflict and developing procedures to resolve them.
• Valuing employees and giving praise where praise is due.
• Regular consultation and communication.
• Providing unambiguous situations and guiding and mentoring employees.
(Nicolaides, 2007).
As this synopsis has stated, there are many ways to help manage the conflict in the workplace.
The overall message should be of prevention and management. Conflict is natural; there is no
question about that. Where there are humans, there will be some sort of conflict. The key is to
know what to do when that arises, and have a plan for it. For a more in-depth conflict analysis,
one might look to hire an independent conflict specialist to diagnose and remedy specific
industry needs. As conflict will ultimately never go away, your company or person must be able
to manage it effectively. Using the tips located in this article may help to achieve a small part of
that.
For further information:
Becze, E. 2009. "Deal effectively with conflict in the workplace." ONS Connect 24, no. 2: 26.
CINAHL, EBSCOhost (accessed November 16, 2010).
Belak, Tony. "ADR In Business." Message to the author. 15 Nov. 2010. E-mail.
DelBel, JC. 2003. "Conflict management special, part 1. Deescalating workplace aggression."
Nursing Management 34, no. 9: 30-34. CINAHL with Full Text, EBSCOhost (accessed
November 16, 2010).
Nicolaides, Angelo. 2007. "The Role of the Hospitality Managers in Conflict Management."
Journal of Travel & Tourism Research 7, no. 1: 103-112. Hospitality & Tourism Complete,
EBSCOhost (accessed November 16, 2010).
doc_244411875.pdf
For many, the idea of conflict in the workplace is something that most have come to terms with.
It’s a natural part of the business day, and something that we must all learn to work with. What
the mission of this synopsis is trying to do, is to give you strategies for dealing with conflict in
the workplace, and hopefully, manage it better on your end. If you happen to teach some of these
beliefs to others, then you would be a big help in bringing some much needed change to the
business world. Conflict is a result of natural competition between two or more individuals or
between various departments. It may be used to prevent stagnation by focusing on problems
which need to be resolved. Furthermore, conflict helps both individuals and groups to define and
perpetuate their distinctiveness and promotes unity, cohesion and common purpose. It may be
very healthy as it enables individuals and groups to establish norms to regulate and define the
balance of power which prevails in an enterprise. In essence the roles individuals play in a
business also impacts on conflict management.
Defining the problem
By definition, workplace aggression is any act of physical assault, threatening, or coercive
behavior that occurs in a work setting and causes physical or emotional harm. It includes
incidents of verbal abuse, threats, obscene gestures, and sexual harassment. Verbal abuse
primarily involves humiliation, derogatory comments, threats, and deprivation, which creates
negative perceptions, increases apprehension and stress, and diminishes self-confidence and self-
esteem. Aggressive communication styles of individuals who verbally abuse others can include
“humorous” put-downs, sarcasm, blaming, and labeling. Types of physical assault include
pinching, biting, hitting, grabbing, kicking, or being struck by a weapon. Workplace aggression
also includes acts of sabotage on work-site property. Workplace aggression isn’t much different
from domestic violence: It’s an abuse of power and control, and it can involve:
• Psychological and emotional abuse, for example, name-calling, public humiliation,
offensive jokes, and slander
• Threats and intimidation, such as tracking someone’s every move or threatening bodily
harm
• Sexual assault and coercion, such as making comments with sexual overtones, displaying
sexual material, and touching an individual against his or her wishes.
(DelBel, 2003).
These are the more serious incidents that can and will lead to a use for conflict resolution in the
workplace. Workplace aggression continues to happen at an alarming rate, and at some point in
their career, most people have either been a victim, or witnessed, some type of transgression
happen. The question then proposes; what to do about it? The answer to that lies in Alternative
Dispute Resolution.
What is Alternative Dispute Resolution (ADR)?
Alternative dispute resolution is decision-making processes to resolve conflicts that do not
involve the filing of a lawsuit or litigious posturing. There are two basic types of ADR, (1) non-
binding methods such as mediation, negotiation, or facilitation, which assist parties in reaching
but do not impose a resolution to the dispute, and (2) binding methods, such as arbitration or
adjudication, in which neutral decision-makers rule on the issues presented. Some combination
of these methods is also available. Mediation is a very effective and often used ADR process, in
which a trained impartial third party assists disputants to find a mutually acceptable solution to
their dispute. Aside from being consensual, mediation is both voluntary and confidential and
enjoys considerable confidentiality, unlike a lawsuit, which can become a public record.
When is ADR Appropriate?
ADR is an alternative to costly and time-consuming adversarial processes, like litigation,
available for those individuals willing to communicate with each other and attempt to understand
and resolve disputes with the assistance of a trained neutral. ADR is useful in a wide range of
disputes, such as commercial business conflicts, professional liability claims, interpersonal
disputes, family and divorce matters, harassment and discrimination, shareholder suits,
partnership conflicts, and other workplace and marketplace issues. Mediation is the logical
extension of negotiation and is the most favored method for conflict resolution used by courts
and applicable in almost every lawsuit situation but with a savings of time, money, and company
resources.
BEST BUSINESS PRACTICES
Litigation is risky, expensive, time consuming, and often counterproductive, and should be the
alternative form of dealing with business disputes. Alternative Dispute Resolution (ADR)
processes offer business and industry a range of settlement and private adjudication options
which provide fast, inexpensive, confidential, and uniquely tailored methods of agreement and
communication. While not appropriate in all matters in controversy, especially constitutional
questions or statutory interpretation, ADR processes can be a distinct advantage in many
disputes, especially where there will be an ongoing business relationship.
Practical tips on the use of ADR for the resolution of business disputes:
• It is virtually impossible to avoid business disputes and the propensity for litigation when
no other matter affects business as completely as law and the legal process. Accordingly,
a thorough understanding of the avenues available for conflict resolution in the workplace
is essential to a prudent businessperson.
• A due diligence pre-litigation analysis of the costs, time, likely conclusion, impact on the
business, and alternatives to a lawsuit should be conducted when the need arises.
Although attorneys cannot predict with certainly the outcome from litigation, the likely
costs and possible disposition of the case should be discussed.
• While many attorneys are aware of the benefits of ADR, many litigators feel most
comfortable in a lawsuit environment where the case can be controlled and managed
through procedural and evidentiary rules in the lawyer’s domain and where monetary
awards are the almost exclusive remedy. Parties lose control of the outcome and
relinquish the fruits of their relationship to attorneys when a lawsuit if filed and pursued.
• Implementing ADR in company policies to resolve disputes before they become legal
matters is a form of risk management and prudent business practice. Consider employee
handbook provisions and manager training in dispute resolution techniques of active
listening and productive communication as a way to increase the bottom line by
preemptively addressing destructive conflict.
• Businesses desiring complete confidentiality of matters in dispute should consider
submitting their case to a third party neutral before filing in court, accounting for statute
of limitations timelines. Because judges routinely order cases to mediation in court-
annexed mediation programs, your pre-litigation resolution is entirely private and will not
become a part of the court records.
• Carefully draft settlement agreements with the assistance of your attorney to avoid
subsequent enforcement problems. It may be appropriate to include payment of legal
expenses incurred if enforcement actions are necessary or that all parties agree to return
to mediation before resorting to the court for interpretation or implementation of the
agreement.
• Because participation in mediation and/or arbitration may be mandated by statute,
contract, or request, businesses should establish relationships with law firms, CPA’s, and
other professionals knowledgeable and comfortable in the various ADR processes before
their services become necessary.
• Consider including in all documents, contracts, and employee handbooks an informal
dispute resolution clause mandating a onetime good-faith attempt to use mediation in
disputes between parties to the contract. Such requirement does not preclude more formal
processes and litigation, but it does force the parties to prepare for negotiation through
mediation, where the chances for resolution are high if the parties prepare and participate
in good-faith.
• Mediation is the remedy of choice where maintaining a long-term continuing relationship
is important. No other process allows so completely for mutually satisfactory outcomes in
an environment that does not diminish the possibility of future business dealings.
• Mediation requires preparation and is not merely a process of talking and waiting to talk;
it is collaboration (win-win) rather than compromise (lose-lose). Good outcomes are the
result of preparation and analysis of factual and liability issues before negotiations begin.
• Select the mediator carefully. Mediation is largely unregulated and competency, training,
and experience of mediators vary widely. Know the style your mediator prefers
(directive, facilitative, transformative) and ask about membership in professional
organizations and associations, specialized training, and professional background. Just
because someone has had great recognition in a particular job or profession does not
necessarily mean that he/she is the best person to act as your neutral.
• Bring your attorney to the mediation or have him/her constructively present to review the
settlement. When a party is represented by legal counsel, a mediator should suggest an
interim or suggested settlement be written and signed by the parties subject to ratification
by counsel before it becomes fully binding and enforceable. When the parties sign a
settlement agreement this is a binding contract and has the force of law behind it. A
handshake or verbal settlement may be difficult to later prove, especially since the
mediator cannot be compelled to testify about what was said during the mediation, so
being able to show proof of an agreement independent of the mediator can be important.
ADR as an Asset to Small Business
Conflict exists everywhere and the cost of workplace conflict can be staggering…
• Research indicates that up to 40% of manager’s time is spent engaging in or attempting to
resolve conflict;
• Managers sometimes restructure the design and flow of tasks to reduce interaction
between conflicting employees, which can reduce the effectiveness and productivity of
the original design;
• Exit interviews, which explore the underlying reasons for an employee leaving a
company, reveal that chronic, unresolved conflict is a decisive factor in at least 50% of
all voluntary departures;
• Absenteeism can be associated with the stress of chronic conflict within the workplace.
Nearly every physical illness or injury has a component, which is psychogenic, that is
caused in part by psychological or emotional conditions;
• Aside from lost work time resulting from illness and injury, medical care costs are
increased. The rate of claims affects the premiums paid by the employer to its health
insurance provider and more claims may result in higher premiums;
• There is a direct correlation between the prevalence of employee conflict and the amount
of damage and theft to inventory and equipment.
Corporate policies, undermined by unmanaged conflict within the organization, are not fulfilling
their purpose of guiding and directing. Unmanaged conflict is a distraction from an otherwise
productive use of time, energy, and resources. It chips away at internal and external relationships
and eventually at the bottom line. Managing conflict effectively can result in low-cost solutions
that save time, resources, and relationships. These benefits also directly relate to increased
profits, something every business strives for.
Managers and employees alike can benefit from participating in mediation or other forms of
internal ADR; here are some of the benefits:
• Fosters equal opportunity in the workplace;
• Maximizes cost effectiveness;
• Is a very good tool to address discrimination and harassment complaints;
• Helps to diffuse hostile feelings and emotions that could lead to inappropriate resolution
such as violence;
• Facilitates a direct contact and collaboration between managers and employees,
something conducive to a more harmonious workplace;
• Allows managers and employees to have an active role in the resolution process;
• Mediation is confidential, fair, not precedent setting, and binding;
• Parties can move from debate to dialogue.
Conflict has many Costs:
COST CHECKLIST:
• Wasted Time
• Poor Decision Making
• Loss of Skilled Employees
• Unnecessary Restructuring
• Sabotage, Theft, and Damage
• Lowered Motivation
• Lost Work Time (Sick Leave)
• Increased Health Costs
? Research studies show that up to 42% of employees’ time is spent engaging in or
attempting to resolve conflict.
? Conflict contaminates the decision-making process by causing information to be
incomplete or unreliable, and each decision-makers judgment and objectivity may be
affected when threatened by the apparent hostile intentions of others.
? Exit interviews, which explore departing employees’ underlying reasons for quitting,
reveal that chronic, unresolved conflict is a decisive factor in at least 50% of all voluntary
departures.
? Managers sometimes restructure the design and flow of tasks to reduce interaction
between conflicting employees, and thereby reduce effectiveness and productivity of the
original design.
? Studies reveal a direct correlation between prevalence of employee conflict and the
amount of damage and theft to inventory and equipment. Covert sabotage of work
processes often occurs when employees feel angry toward their employer. Much of the
cost incurred by hostility is hidden from management as accidental or inadvertent
mistakes.
? From time to time, most employees’ motivation to do a good job is eroded by the
unrelieved stress of trying to deal with a troublesome or difficult person.
? Absenteeism is associated with job stress and especially the stress of chronic conflict
with coworkers. Nearly every physical illness or injury has a component which is
psychogenic, that is, they are caused in part by psychological or emotional conditions.
? Aside from lost work time resulting from illness and injury, medical care costs are
increased, since the rate of claims affects the premium paid by an employer to its health
insurance provider.
NEGATIVE EFFECTS OF WORKPLACE CONFLICT:
• Lawsuits
• Violence
• Labor Strikes
• Administrative Claims
• Management Diversion
• Hostile Work Environment
• Lost Productivity
This is a List of Some Words or Phrases That Describe Conflict:
FIGHT or Coercion
Threatening
Shouting
Posturing
Withholding support
Ignoring communications
Avoiding personal contact
Polarizing the workplace
Filing a grievance
FLIGHT or Distancing
Crying
Anxiety or panic attack
Closed body language
No eye contact
Communication breakdown
When parties employ ADR, the chances of arriving at a mutually acceptable resolution are very
high for many reasons:
• Substantial savings in legal fees and other litigation costs, including intangible costs of
lost time, focus, and productivity;
• Promptness and speed of resolution;
• Creative, business driven “win-win” outcomes not otherwise available;
• Solutions based on the parties’ real interests, not merely legal positions;
• Preservation of the business relationship;
• Privacy and confidentiality;
• Control.
(Belak, 2010)
Prevention Measures
• Does your facility have a clear reporting procedure in the event that there’s a workplace
aggression incident?
• Whom does the staff inform of its concerns?
• What are the repercussions should individuals report an incident that makes them uneasy?
• Does your facility offer a mental health support program for staff? Is it effective in
helping to reduce employee stress?
• When someone voices a concern to supervisory staff, is action taken to address the
problem quickly?
Warning signs precede most workplace aggressive incidents and often become more pronounced
when stress levels rise. An environment ripe for conflict harbors employees who:
• Don’t take responsibility for their actions and consistently blame others for failures or
problems.
• Openly express contempt for management or authority figures.
• Push the limits of acceptable behavior and suggest that aggression is a way to solve
problems.
(Becze,2009)
For Managers Specifically:
• Take a step back: Consider all of the elements involved in the problem, and come up with
possible solutions.
• Address the situation: Meet with the parties involved in a non confrontational setting, and
get an idea of both sides of the situation.
• Listen: During the meeting, be sure to listen not only to what the parties are saying but
also to the emotions behind their words.
• Take a “snapshot” of the situation: Summarize what you learned from both sides, and be
sure your perception matches what actually happened.
• Explore options: Discuss options for a resolution. Encourage the parties to work together
to come up with ideas that are beneficial to both.
• Assess the options, and determine a solution: Make sure the ideas are feasible and
attainable, and then steer the discussion toward the option that would best benefit
everyone involved. Encourage the parties to come to a consensus on one of the solutions.
• Build up the relationship: Emphasize the benefits of the outcome the group decided on
and your availability for future discussion.
• Ongoing interaction with all employees in a climate of mutual respect.
• Matching leadership style with the group of employees.
• Putting employees in charge as well as in control – giving them latitude to make
decisions independently.
• Constantly striving to motivate employees.
• Striking a balance between concern for individuals and groups and the accomplishment
of tasks.
• Giving employees realistic workloads.
• Including the employees in the implementation of current plans as well as in future plans.
• Involving employees in the communication process.
• Including conflict management in the employee relations planning and identifying
instances of conflict and developing procedures to resolve them.
• Valuing employees and giving praise where praise is due.
• Regular consultation and communication.
• Providing unambiguous situations and guiding and mentoring employees.
(Nicolaides, 2007).
As this synopsis has stated, there are many ways to help manage the conflict in the workplace.
The overall message should be of prevention and management. Conflict is natural; there is no
question about that. Where there are humans, there will be some sort of conflict. The key is to
know what to do when that arises, and have a plan for it. For a more in-depth conflict analysis,
one might look to hire an independent conflict specialist to diagnose and remedy specific
industry needs. As conflict will ultimately never go away, your company or person must be able
to manage it effectively. Using the tips located in this article may help to achieve a small part of
that.
For further information:
Becze, E. 2009. "Deal effectively with conflict in the workplace." ONS Connect 24, no. 2: 26.
CINAHL, EBSCOhost (accessed November 16, 2010).
Belak, Tony. "ADR In Business." Message to the author. 15 Nov. 2010. E-mail.
DelBel, JC. 2003. "Conflict management special, part 1. Deescalating workplace aggression."
Nursing Management 34, no. 9: 30-34. CINAHL with Full Text, EBSCOhost (accessed
November 16, 2010).
Nicolaides, Angelo. 2007. "The Role of the Hospitality Managers in Conflict Management."
Journal of Travel & Tourism Research 7, no. 1: 103-112. Hospitality & Tourism Complete,
EBSCOhost (accessed November 16, 2010).
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