Workplace Conflict Management and Resolution

It can sometimes feel that the closer the relationship, the more chances of conflict over time. Whether the setting is personal or professional, no two people are the same. When you add on the pressure of wanting to advance your job, avoidance may seem the best strategy when workplace conflict arises. 

However, there are 8,760 hours in a year and a full-time employee will spend at least 2,080 of those at work. That is a lot of time to try and avoid conflict. Let’s discuss some common scenarios and how to approach them.

Manager

You may be thinking, “The boss is the boss, their word goes.” While it is true that a manager/boss/leader must make decisions, it’s important to remember they are human too. They can be subject to bias and a limited scope. Providing input can be valuable to help them make the best decision. 

An important trap to avoid is presenting problems to your manager and not providing solutions. If they are not considering important factors, they need to be informed, but providing useful alternatives can help steer the team and demonstrate your value. In the end, your manager may still choose a different path. Taking the time to clearly discuss your ideas and understand each other will help with your professional growth.

Employee

What about when YOU are the manager? 

Effective managers don’t always make popular decisions. It’s not uncommon for policies such as changes in hours, remote work changes and new target goals to be adjusted to better fit the strategic goals of the organization. These disruptions to employee practices can lead to a wide variety of emotions. 

Not every employee will respond the same, and not every employee has the same learning or communication style. You will need to understand your team and be adaptable. Some may respond better to frank discussions as a team, whereas others feel more comfortable in a one-on-one setting to discuss their concerns. Making yourself available to meet them where they are at can help mitigate conflict later.

Even outside of major policy changes, there will likely be times of conflict and disagreement with employees. If we look at a conflict with an employee, we want to first understand what their concern is. Do they have a good point? Do they misunderstand the situation? Did we not train them correctly? Conflict can sometimes be the result of a manager’s messaging or training. 

Not only should a manager be open to hearing different ideas, but they should also be looking internally to ensure they are not creating undue conflict within their team.

Leadership Team

As you advance in your career, you’ll likely get opportunities to speak with or present to upper management (think your boss’ boss’ boss). Just as with your boss, upper leadership needs to hear from different levels of the organization to make the best decisions. As you go up on the corporate ladder, you need to be more targeted in your thoughts and feedback, as upper management tends to focus on the big picture. 

Bogging them down with too many minute details can make your message lost in translation. If you want to provide feedback on something you disagree with at this level, try running your idea by your boss first. They can likely help you tailor your message and give feedback on how to best present it, as they have likely had more interactions with upper management. They will also likely appreciate you giving them the opportunity to provide feedback to you first.

Customer

Is the customer always right? No, but they do always have the right to be heard. 

When a customer is upset, do not start by throwing fine print in their face, as this will likely increase their anger. Listen to their concern and show empathy. If they have a legitimate issue, work with them for a solution or get them to the right department. If they misunderstood something, walk them through it gently and provide potential options they may have. 

The more people the customer must speak with in your workplace, the more likely you'll lose them as a customer. It’s best to try and resolve their conflict with the first point of contact.

Peers

Perhaps one of the trickier conflict situations involves peers. In these relationships, there is usually not a direct reporting scenario to lean back on. One of the first questions you may ask yourself is, “Am I overstepping my bounds? Is it ok to coach a peer?” To best answer this question, remember the difference between feedback and directives. 

Providing feedback can help a peer grow, but directing them on what to do can feel out of place and lead to conflict. Approaching the discussion with a desire to help them can help your message be better received.

Workplace conflict is inevitable, but it can often be a productive thing. Companies that do not explore different options and open themselves to new ideas are unlikely to last very long. 

Conflict can ensure that diverse opinions are heard and considered. What matters is how it is dealt with. Try using more “I feel” statements and not “you” statements. For example, “I feel my opinion wasn’t heard during the meeting” is likely to be better received than “You completely ignored me in the meeting.” Always try to put yourself in someone else’s shoes when you disagree. Empathy is not about agreeing; it’s about understanding. Knowing when to compromise, acquiesce, or stick to your guns separates an entry-level employee from a great employee.

Brendan Barbieri is a higher education professional with over fifteen years of experience.