Conflict Resolution in the Workplace
By Janice Goldsborough, President, The HR Basics
Follow-up blog post for February 13 webinar
Is there conflict between your staff causing you and your staff stress? There is a method to help resolve conflict and keep an even keel in your organization. The key is listening!
When people don’t agree with each other, it doesn’t necessarily mean there is a problem. Healthy disagreement can stimulate ideas and create thought-provoking exchanges of knowledge. When the disagreement becomes unhealthy, that’s when problems can arise. If you are a supervisor or leader, you need to act before the conflict gets out of control. You need to talk to both parties to gain perspective from each side – what does each side say is the problem? Why is this causing conflict? As you probably already know, there are always three sides to any argument – mine, yours, and the truth which lies somewhere in the middle so you may also need to talk to others who may have witnessed the conflict to ensure you’re getting all the information you need. You need to ensure you stay impartial (I know – that’s not always easy!!) and you need to make sure you listen actively to everyone.
Active listening will be the best tool to ensure you are getting all the information you need to make an informed decision or find a solution that can work for everyone. Active listening can be done by using the GIFT Model:
G give your full attention
e.g. So, Fred is mad at Sara because he feels that she is not performing her tasks the way she was trained to do. Fred comes to you to complain. You need to put aside whatever you’re doing to focus on what Fred is saying. This includes closing your computer, putting your phone on forward and your cell phone to vibrate. You can take notes if that helps you understand the problem/issue that Fred is describing.
I interact by responding
e.g. While Fred is talking, don’t interrupt. When you break their concentration, they may forget some critical points regarding what they are trying to get across. However, this doesn’t mean that you just stare at them in stony silence! Nod, raise your eyebrows, or made small statements such as “I see” but don’t go into lengthy conversations at this point.
F focus on the underlying meaning
e.g. Now is your time to ask questions of Fred. Refer to your notes if you need to. Make sure you understand why he’s feeling so upset by Sara’s actions. Don’t judge or be critical. This is the point where you make sure you understand what he’s saying.
T totally understand their perspective
e.g. This is probably the hardest part of the conversation. You may not agree with what Fred is saying or why he’s so upset but, in his mind, it’s a problem and he needs help to find a solution. Be empathetic and try to see it from his point of view. Sara’s lack of skill is causing him problems and he’s come to you to get some guidance, help, or suggestion on what he should do to solve the issue.
Active listening will help you understand what is causing the conflict and what (if anything) you can do to put an end to the problem. You don’t have to solve the problem yourself, but you can help the parties find a mutually acceptable solution that both sides can live with.
One strategy for doing this is through brainstorming potential solutions and writing them on a flip chart or whiteboard where each idea can be weighed for the pros and cons of it. By writing things down, people can “see” the information, which can help find a solution that both sides can live with. When you involve both sides, you will get better buy-in and people will be more willing to implement and live with the solution they helped come up with. Have each sign off on their agreement to try the solution and what time frame will be used for monitoring purposes. If this solution doesn’t work, then go back to your flip chart to analyze other solutions to see if they may work.
What if the problem is due to bullying or harassment in the workplace? If this is the issue, there are steps you need to take to ensure this is dealt with fairly and expeditiously. You first need to check if your workplace has a harassment policy. If it does, you need to read it to understand what process is in place for your workplace to deal with this. Does the policy outline who the harassment or bullying should be reported to? Are there clearly laid-out steps for investigation? If so, then your job is much simpler. However, if it’s not, then you need to use the GIFT model to investigate the allegations and ensure everyone involved is allowed to respond. Gather facts (not opinions) from all involved and any potential witnesses. You may need to employ an outside agency to conduct the investigation for you. But, most of all, you cannot ignore the issue & hope it will resolve itself. This could leave you liable if it should be taken to court as the complainant could show that you knew but did nothing to stop the harassment.
Conflict can happen anywhere. However, as the leader, it is important that you stay calm and listen actively to find a mutually agreeable solution. This will go a long way to keeping peace within your office!
Conflict Resolution in the Workplace is a CCVO Capacity Building webinar. These webinars cover topics of interest to nonprofit professionals, and will include presentations on public policy, leadership, human resources, and technology - all at no cost. Listen in to learn, and build your capacity in the areas you’d like to know more about in order to be more effective in your job, for your clients, and the community. Upcoming webinar topics are listed below. Please visit the CCVO website for more information and registration details.
Are Your Compensation Practices Fair and Competitive? | March 12, 2020
Stop the Cycle: How to manage an underperforming employee | April 16, 2020
Questions about CCVO webinars? Please contact programs@calgarycvo.org.