Last week we looked at the nature and causes of conflict, this week we focus on Conflict Management Strategies. How do we resolve and manage conflict so that i) we do not destroy people’s ability to work together effectively or ii) we are able to restore harmony between persons and the organisation?
A study by Eisenhardt et al (1997) found that teams with minimal interpersonal conflict were able to separate substantive issues from those based on personalities. They disagreed on substantive issues but still got along with each other.
Eisenhardt et al suggest six steps for resolving and managing conflict:
1. Focus on the Facts – focus on the issues at hand and not the personalities. This is why it is important to provide accurate, meaningful data to all persons concerned at the same time so they are playing on a level field. You may recall that lack of information or access to different information or information at different times are key sources of conflict.
2. Multiply the Alternatives – The more options provided, the more rigorous the debate, but also the greater the opportunity for employees to work together and contribute to the solution. The employees then feel that they are being heard and this may reduce interpersonal conflicts.
3. Create Common Goals –Common goals or vision provide a reason for staff to work together. The focus on and commitment to the attainment of the goals or vision often help to keep interpersonal differences at bay. This does not mean that there will be no disagreements however people remain focused on the big picture and goals to be achieved.
4. Use Humour – The old adage “laughter is the best medicine” is applicable here. Sometimes conflict arises because we take ourselves too seriously. We need to lighten up a bit, see the homour in the situation and have fun working. Eisenhardt et al argue that humour works as a defense mechanism to protect people from the stressful and threatening situations that commonly arise in the course of making strategic decisions. Humour, they also argue can blunt the threatening edge of negative information and move persons into a collaborative rather than competitive frame.
5. Balance the Power Structure – The research by Eisenhardt et al found that interpersonal conflict was more common and more intense in situations of highly autocratic as well as weal leadership. Less conflict existed where the power structure was balanced, where the CEO was definitely the leader but the other members of the management team exercised power within their departments and /or areas of expertise. There was also less conflict where leaders were deemed to be fair, even when people disagreed with the decision.
6. Seek Consensus with Qualifications – This means that when there is a conflict, one tries to resolve the issue by reaching consensus. If however, this fails the most senior person(s) makes the decision. This often leads to less conflict for people generally tend to accept the decision, for they believe the decision-making process was transparent and fair. Eisenhardt et al caution, “People usually associate consensus with harmony but we found the opposite: teams that insisted on resolving substantive conflict by forcing consensus tended to display the most interpersonal conflict.”
Conflict is not only inevitable, it is necessary, however, as much as possible we should try to avoid interpersonal conflicts and stick to the issues. Conflict provides us with more choices, deeper understanding of issues and greater clarity. All of this can lead to greater productivity and enhanced profitability.
Until we meet again, May the Lord Continue to Keep Us in the Palm of His Hands.
I don’t have a problem with the format Dr Henry is taking here. She is bringing forward some valuable research documenting the causes of conflict and the steps that appear to be most effective in dealing with conflict in the work place. If you read it closely you will identify the applicability to the real issues we experience here in Dominica.
For instance, I have observed how mis-communication and inability to separate fact from opinion cause much conflict in the workplace. If this is addressed, if people focus on the facts then so much becomes explained and put aside.
I have also personally seen the benefit of creating common goals across the board so that every employee sees how they fit into the broad organizational goals; the big picture.
Just focus on the research and you will see how clearly the column addresses real issues.
Thank you Dr. Henry.
Dr Henry.
Why don’t you write a colum about the sole proprietor contracts some families hold which is stifling our economy and hindering people from opening any meaningful business ?
thanks Dr. Always willing to listen and read whatever you have to say! Very informative.
ms Henry, you need to break down what the man is saying-Eisenhard etal in situation which arises at our offices so we can understand better, that weekly thing is good, but you are simply, quoting what the man is saying and then hang up the phone, do it in a way that will enable and ensure that we can practice what we read.
All theory yet again and nothing practical for the real issues we have here in Dominica.. I can read a website and get all this. Give me something relating to the real crab in a barrel issues etc.