Conflicts between employees and supervisors, supervisors and management, employees and the public, co-workers, secretaries and their bosses are a regular and on-going part of virtually every work environment. Managers spend a large percentage of their workday resolving conflicts. Some of the conflicts they may encounter are simple misunderstandings over rules, policies and responsibilities. Conflicts are also created from personality clashes, value and goal differences, substandard performances, differences over methods, lack of cooperation, authority issues, frustration and irritability, and competition for limited resources. Yet another form of frequent conflict stems from the use of language and individual interpretation. For example, “I need this done right away” could mean stop everything and do this immediately or it could mean complete this project by the end of the week. Without asking for clarification tensions increase and conflicts and misunderstanding may occur. As a result, conflict resolution is an essential skill for the efficient functioning of the work environment. Many individuals view conflict as counter-productive, however, conflict may be positive and beneficial in that it can clarify goals, relieve tensions, open the lines of communication and resolve problems or explore potential problems. In its negative form, conflict can divert energy away from real tasks, decrease productivity, reduce morale, prevent cooperation, aggravate minor differences, polarize points of view, encourage irresponsible behavior (including sabotage or resources or equipment), generate suspicion and mistrust, obstruct communication, increase tension and stress, obscure goals, and result in loss of valuable human resources.
There are many different ways managers approach conflict in the workplace. Their approach will vary depending on the comfort they have with the concept of conflict itself. The typical scenario in the workplace is for individuals to ignore the problem for fear that they may lose their job if they confront the issues directly or in a non-politically correct manner. This inaction not only leaves the underlying problem unresolved, it may create greater problems and disruptive gossip. Other managers would rather refer the problem to someone else or attempt to sooth the discontent by minimizing its importance stating that it will “blow over.” These ways of addressing the issues are similar to ignoring the issues altogether. A more assertive manager may attempt to resolve the problem for the parties or “fix it”. This is usually counter productive, as the manager may not know all the facts, and may later appear foolish or incur the resentment and hostility of either or both of the participants. Some managers feel the best way to address the issue is to recommend that they dispute proceed to grievance or arbitration, which generally leaves the individuals feeling ignored or unimportant. The only outcome here will be a win/lose result. Not surprisingly we feel that the most effective solution is to identify the party’s real interests and search for alternative solutions that will convert the outcome to win/win. In such cases an outside, neutral party assists the parties in discussing their problems, communicating with one another, and negotiating for a mutually agreeable, voluntary solution. Managing workplace disputes through mediation returns the responsibility for a solution to the parties who began the dispute. This allows participants to reveal possible “hidden agendas” and emotional concerns which may have nothing to do with the dispute – and to generate solutions that may fit their particular needs.
There are many benefits to utilizing the mediation process as a way to resolve conflicts in the workplace. Mediation encourages each party to listen and understand the others position, it promotes real communication, minimizes personality conflicts, structures interactions to prevent interpersonal conflict, reduces stress, and encourages mutual compromise. It allows feelings to surface, validates concerns, promotes individual responsibility and encourages cooperation and friendship. Resolutions are achieved in over 90 percent of the time, with fewer enforcement problems because the agreement is voluntary.
Rather than being perceived solely as an inhuman “supervisor” or an arrogant trouble-making employee, mediation encourages communication on a direct human level. In mediation, the individual is not subordinated to the outcome, but helps to create it. Responsibility is then not on someone else, but on the parties themselves. Mediation is completely confidential, and is future-oriented. It is less concerned with deciding who was right or wrong than with finding solutions, and on the emotional issues, which may need to be aired even when they cannot be resolved.
Often what the parties want most is simply to be listened to and their concerns heard or many times a simple apology is all that they wish or require. Mediation can help resolve almost any kind of conflict, including the interpersonal problems which occur in every workplace – the personal dislikes and jealousies, the personality conflicts, differences in behavioral styles, and problems in communication, the perceived hostilities of others and conflicting interests in job performance or goals. These conflicts disrupt productivity, yet are oftentimes are left to smolder, forcing employees to suffer in silent rage, or to express their frustration or anger in some counter-productive way, for example, through illness, resignation, disruption, violence, retribution, strike or slow down.
In any workplace, it is better that these tensions surface. This process will allow the parties to explore alternative ways of thinking and acting which will avoid disruptive results, rather than to ignore their interpersonal problems and assume they will go away, or to force a management solution from above. For these reasons, mediation is a valuable technique for the resolution of workplace disputes, and a useful adjunct plan that aims at increasing employee satisfaction and job productivity, while improving the quality of work life. It is voluntary, confidential and non-threatening to all parties, while its lower cost, rapidity and simplicity make it attractive to both employers and unions.
Co-authored
There are many different ways managers approach conflict in the workplace. Their approach will vary depending on the comfort they have with the concept of conflict itself. The typical scenario in the workplace is for individuals to ignore the problem for fear that they may lose their job if they confront the issues directly or in a non-politically correct manner. This inaction not only leaves the underlying problem unresolved, it may create greater problems and disruptive gossip. Other managers would rather refer the problem to someone else or attempt to sooth the discontent by minimizing its importance stating that it will “blow over.” These ways of addressing the issues are similar to ignoring the issues altogether. A more assertive manager may attempt to resolve the problem for the parties or “fix it”. This is usually counter productive, as the manager may not know all the facts, and may later appear foolish or incur the resentment and hostility of either or both of the participants. Some managers feel the best way to address the issue is to recommend that they dispute proceed to grievance or arbitration, which generally leaves the individuals feeling ignored or unimportant. The only outcome here will be a win/lose result. Not surprisingly we feel that the most effective solution is to identify the party’s real interests and search for alternative solutions that will convert the outcome to win/win. In such cases an outside, neutral party assists the parties in discussing their problems, communicating with one another, and negotiating for a mutually agreeable, voluntary solution. Managing workplace disputes through mediation returns the responsibility for a solution to the parties who began the dispute. This allows participants to reveal possible “hidden agendas” and emotional concerns which may have nothing to do with the dispute – and to generate solutions that may fit their particular needs.
There are many benefits to utilizing the mediation process as a way to resolve conflicts in the workplace. Mediation encourages each party to listen and understand the others position, it promotes real communication, minimizes personality conflicts, structures interactions to prevent interpersonal conflict, reduces stress, and encourages mutual compromise. It allows feelings to surface, validates concerns, promotes individual responsibility and encourages cooperation and friendship. Resolutions are achieved in over 90 percent of the time, with fewer enforcement problems because the agreement is voluntary.
Rather than being perceived solely as an inhuman “supervisor” or an arrogant trouble-making employee, mediation encourages communication on a direct human level. In mediation, the individual is not subordinated to the outcome, but helps to create it. Responsibility is then not on someone else, but on the parties themselves. Mediation is completely confidential, and is future-oriented. It is less concerned with deciding who was right or wrong than with finding solutions, and on the emotional issues, which may need to be aired even when they cannot be resolved.
Often what the parties want most is simply to be listened to and their concerns heard or many times a simple apology is all that they wish or require. Mediation can help resolve almost any kind of conflict, including the interpersonal problems which occur in every workplace – the personal dislikes and jealousies, the personality conflicts, differences in behavioral styles, and problems in communication, the perceived hostilities of others and conflicting interests in job performance or goals. These conflicts disrupt productivity, yet are oftentimes are left to smolder, forcing employees to suffer in silent rage, or to express their frustration or anger in some counter-productive way, for example, through illness, resignation, disruption, violence, retribution, strike or slow down.
In any workplace, it is better that these tensions surface. This process will allow the parties to explore alternative ways of thinking and acting which will avoid disruptive results, rather than to ignore their interpersonal problems and assume they will go away, or to force a management solution from above. For these reasons, mediation is a valuable technique for the resolution of workplace disputes, and a useful adjunct plan that aims at increasing employee satisfaction and job productivity, while improving the quality of work life. It is voluntary, confidential and non-threatening to all parties, while its lower cost, rapidity and simplicity make it attractive to both employers and unions.
Co-authored
Mediating Conflicts in the Workplace