That Why do we clash? Why do we have differences of opinion or nurse grudge against our coworkers?
The answer may well lie in anthropology, sociology or psychology, or all put together. While a situation without conflict is regarded as a ‘perfect’ one, humans themselves are a flawed and dynamic creation because we are filled with emotions. And we are always in friction with each other for various reasons.
Even the first caveman who went to hunt with his pack, engaged in situations that gave rise to
Let’s consider an organised set up like an organisation where many people are working towards a single goal, that could be a one-time project or the overall vision of the company. People engage in such tasks with the end desire being the same. Social status, being able to provide for the family, and personal growth along with well-being – all these aspects drive individuals all across the world to work in their chosen area.
When does a conflict arise? Almost all the time! Because, a conflict is a direct result of human thoughts and decisions that seem to be contrary to people’s expectations.
If they happen all the time, can a company spend time resolving them or keep looking out for signs of conflict? The answer is no. Because, when there is a conflict, it certainly means there is a competitive environment. As long as the competition is delivering desirable results, which are positive to a large extent, there is no need for intervention. But, when conflict gets out of control to have a negative effect on the overall performance of the individual, or the group or the vision of the company, time may be ripe to address the issue to the satisfaction of a vast majority of stakeholders at various levels.
How should companies go about managing a conflict?
Delineate clearly: Define a behaviour that’s acceptable (as far as possible) to the company when a conflict arises. If you decide on no-tantrums, no-shouting matches, or no walking out in a huff, say it well and in as many words. Creating a framework for decisioning, hierarchy pattern for redressal, talent management and an atmosphere that addresses leadership issues will keep conflict to the minimum.
No assumptions or declarations: Conflict is a hypothetical situation that needs to be understood in great detail. Don’t work like an investigating officer who knows the crime and is out to get the criminal. Instead, work like a psychological counselor who has an open mind, is distanced from the situation and only wants to understand the causes, and suggest ways of fixing it.
Meet the conflict, not the behaviour: When you address the conflict, focus only on what’s causing the problem. Do not judge, or give into individual accusations leveled by two ‘warring’ parties. That doesn't take the company anywhere.
The ‘returns’ factor: What’s in it for the company? Is the time spent on resolving the conflict be viable in any form? Will this conflict die a natural death if left untouched? These pertinent questions can provide the most important answer to conflict addressing and resolution when there are just ego clashes or differences of opinion that have no direct bearing on the productive aspect.
Conflict, an opportunity! Genuine conflicts are often gems that can leave you with precious learnings as messages. Don’t ignore to see them, irrespective of the fact whether you are a manager, or from the HR, or just an employee. Leaderships are most frequently put to this test that can prove the mettle with positive factor involved. If a conflict can help rectify a mistake along the course, why not!
Image: Indiatimes