Managing Conflict Between Team Members
Why is the topic of conflict so important? Conflict is as old as time and is everywhere. We do not have to look far to see conflicts on an interpersonal level within our organizations. We also observe a variety of reactions to conflict and a range of personal styles that may or may not produce desired results. It is important than to learn more about conflict, the different kinds of conflicts, their causes, and methods to prevent and resolve conflict.
What is the definition of conflict? Simply stated, individuals or groups are in conflict when one or both parties are not obtaining what they need or want and are actively seeking their own end goal. When this occurs in any organization it may have a negative effect in all areas of the organization. Conflict will be destructive when it:
· Diverts energy from more important activities and issues.
· Destroys the morale of people or reinforces poor self-concepts.
· Deepens differences in values.
· Produces poor behavior such as name-calling and fighting.
There are, however, times when conflict can be very constructive to the individuals and organizations when it:
· Opens up issues of importance, resulting in their clarification.
· Results in the solution of problems.
· Increases the involvement of individuals in issues of importance to them.
· Causes effective communication to occur.
· Serves as a release to pent-up emotions, anxiety, and stress.
· Helps build cohesiveness among people by sharing the conflict, celebrating in its settlement and learning more about each other.
· Helps individuals grow personally and apply what they have learned to future situations.
Even though some conflict situations are healthy to an organization, you must concentrate on the conflicts that are having a negative effect on your company. As stated earlier, most conflicts can destroy the morale of your people which could produce name-calling and fighting. The end results of this will be a higher turnover rate, possibly causing reduced sales and profit.
When discussing a work structure conflict, I am referring to problems relating to what and how something should be done, who should be doing it, when it should be done, and even where it should be done. Work structure conflict has a direct relation to anything that happens in the work environment. An example may be not giving clear and concise directions for a specified task. If a team member doesn’t know what s/he is to do, conflict with another may result.
How did we learn about personality conflicts? Growing up, few of us weren’t given courses in school on personality conflicts. Some of us were told how to fight the neighborhood bully, but mostly we learned about personality conflicts by observing others around us. What messages were you taught? Do any of these sound familiar?
· “Don’t pick a fight, but if you’re in one, win it!”
· “Girls don’t fight.”
· “Never hit a girl.”
· “Bite your tongue!”
· “If you haven’t anything nice to say, don’t say anything at all.”
· “Turn the other cheek.”
· “An eye for an eye…”
These messages were based on values, attitudes, and experiences of our parents, teachers, church, and community. They varied according to our religion, race, ethnicity, and gender. They carried strong meanings; thus, each of us carries around our own beliefs, assumptions, and behavioral styles about how we will face and resolve conflict. These values, personal biases and beliefs, attitudes and experiences are the source of personality conflict.
An important point to remember about these two categories is that you have almost total control over the work structure and very little control over the personality conflict.
If we refer back to our previous example of not giving clear and concise directions for a specific task to be accomplished, you as the supervisor have the ability to improve your communication skills and assure that true understanding has taken place. Once that is accomplished, conflict should be reduced.
On the other hand, your control over someone’s personal biases or beliefs is very limited. Your chances of changing the way someone feels about a specific religion, for example, is nearly impossible. If the bias is affecting the work group or organization, however, there is something you can do.
Your job as a manager isn’t to make people like each other, but it is your job to get them to work in harmony. There are some simple steps that can be used which can help us resolve conflict:
1. As a supervisor, you must take an impartial position and treat each team member in an even matter.
2. The supervisor must do their best to find a resolution between the two team members that benefits both.
3. Conflict is merely a symptom of a problem. The problem is what needs to be solved if the conflict is to be resolved. To help the supervisor solve the problem, s/he must determine whether it is work structured or personality based. This will allow that supervisor to focus on the facts that are needed to get the job done.
4. A resolution coming from the team member is critical to the success of resolving conflict. Team members will be more committed to a decision that they have made.
Since conflict is a major barrier to the success of any organization, your job as supervisor is to resolve conflict as soon as possible. Unresolved conflict can increase the stress and turnover in your organization. Not resolving conflict will ultimately lead to a decrease in profit within your organization.
There are five basic skills that managers can use to manage and communicate with people so both parties in conflict can come out feeling like winners. These skills are ones that you may or may not be aware of. They are:
1. Maintain Team Members Self-Esteem: This is probably the single most important skill a supervisor can have. It is the ability to give orders, evaluate performance, correct work habits, deal with complaints, and resolve conflicts, while supporting the team members’ sense of self-respect and dignity.
2. Focus on Behavior: Problems on the job are solved more effectively and less stressfully when a supervisor deals with what people do, rather than with their attitudes or personal characteristics.
3. Encourage Team Member Participation: Involving team members in decision-making, problem-solving, and other non-routine on-the-job activities is one of the supervisor’s key motivational tools.
4. Be Concise and Listen: Messages that are well designed are clear and concise. Avoid the complex language and aim the message toward the receiver’s interests. By listening actively (with intention and exploring your understanding), your team members will have confidence in themselves and you as a supervisor. Your ability to reflect, probe, support, and advise will produce a more effective communication process.
5. Look for Non-Verbal Clues: Voice tone, intonation, eye contact, facial expressions, gestures, and posture are some of the nonverbal factors that supervisors must learn to use and understand to communicate effectively.
In summary, conflict is a necessary and important part of any organization. It is the essence of sound decision-making. This is true because disagreement is the best vehicle for broadening perspectives, discovering alternatives, and stimulating creative interaction among members. The effects of disagreement, however, depend on how it is managed by participants. Conflict can be disruptive or can be constructive. When mismanaged, conflict can destroy a group’s effectiveness. When handled well, it can greatly increase the quality of a group’s work and make members feel proud of their work in the group.
There is a pressing need to manage conflict effectively. We need to dispel the negative associations and fears of conflict, and replace them with more realistic perceptions that make the difference between constructive (good) and disruptive (poor) conflict. When you are able to see that conflict, even though it may be having a negative effect on the organization, can be turned around into a positive attitude towards handling problem-solving situations.