Successfully Managing Workplace Conflict

Workplace Conflict: Toll on Organizations and Individuals

Workplace conflict is inevitable in organizations and can even be useful. Opposing ideas in a conflict can complement each other and lead to improvement in team relations,(1) or drive greater performance and innovation.(2) Even in a case in which employees are violating workplace norms of mutual respect, such incivility can be useful as an outlet to vent frustrations or a social technique to rid the group of an employee who does not contribute to the morale or productivity of the work group.(3) However, left unchecked, workplace conflict can erode organizations and negatively affect individuals working there.

Workplace conflict can cost organizations in terms of productivity (e.g., more managers’ and employees’ time spent dealing with conflict), absenteeism (e.g., personal days taken because of conflict), turnover (e.g., often a factor in voluntary departures), and reputation.(2) Ultimately, workplace conflict could affect customers’ perceptions of service quality.(4) Meanwhile, individuals can feel demoralized and even suffer health consequences, such as the 1.63-fold increased risk of developing cardiovascular diseases associated with workplace conflict.(5)

Conflict resolution styles vary widely and can differ by gender, education, and tenure. One study indicated that primary care nurses tend toward an “avoiding resolution” style, whereas primary care physicians tend toward a “compromising resolution” style.(6) Similarly, there are widely varying leadership styles. Authoritarian and laissez-faire (hands off) leadership styles have been associated with bullying, with women at higher risks of being bullied.(7-8) Because laissez-faire leadership style in particular does not show what is acceptable and what the limits are for unacceptable behavior, leaders cannot ignore workplace conflict.(8) Rather, leaders are responsible for responding to workplace conflict in an effective and timely manner.

Definitions and Framework for Successfully Managing Workplace Conflict

The responsibility for managing workplace conflict can be stressful for leaders, especially without clear definitions and frameworks. In our experience in assisting leaders at an employee assistance program, there are two major categories of employee conflict: work-system conflict and behavioral conflict.

Work-system conflict occurs when there are differing interpretations and evaluations of many aspects of work, including core job tasks, workload distribution, policies, procedures, and quality standards. When views differ or even clash, the people involved look to management for answers, and seeking clarification in this case is healthy and appropriate. It is the manager’s job to clarify policies and procedures with specifics about what work to do and how to do that work.

For example, Jane may complain about the way John is doing his job, in which case the manager must step in, either to tell Jane that John is doing the job correctly or to direct John to the appropriate procedure. Furthermore, if Jane is simply moaning about John’s performance without basis, it is important for the manager not to tolerate this behavior and to say something like, “Jane, I realize you have concerns about John’s performance that I do not share. Please know I support his work performance and expect you to work respectfully with him.”

Leaders influence work-group culture by such conversations, which can be uncomfortable but are absolutely necessary. Otherwise, work-system conflict can degenerate into an unhealthy behavioral conflict. This can include arguments and other unacceptable workplace behaviors, such as gossip, eye rolling, foul language, staring or glaring, intimidation, subtle sabotage, excessive sarcasm, silent treatment and segregation, and even physical behaviors such as throwing staplers.

Behavioral conflict covers immature behaviors, which are seen too often in the work environment. Behind these behaviors is likeability. Some people are naturally more likeable than others, and likeability influences willingness to collaborate.(9) Regardless, the leader is responsible for creating a culture that does not allow negative behaviors and encourages everyone to meet workplace standards. This culture is created by clearly defining unacceptable behavior to the entire organization and quickly intervening to resolve instances of incivility as soon as they occur.(10) Leaders must outline the consequences for repeat offenders and follow through with those consequences. Otherwise, the bad behaviors may continue and possibly increase, leading to real consequences for the organization, such as turnover. For example, a nursing leader’s behavioral integrity (i.e., following through not just in words but deeds) has been found to relate to nurses’ intention to remain in their current position.(11) Even though such higher perceived interpersonal conflict has been associated with significantly lower levels of organizational commitment,(12) leaders appropriately following through can solidify employee intent to stay.(11)

Leaders may exercise discretion in deciding when to respond to immature behaviors. Sometimes otherwise well-behaving employees behave badly simply because they are tired or are having a bad day. Targeted interventions such as recovery days can help buffer against the negative impact of relationship conflict on morale and completing work tasks.(13) Often, however, leaders will decide immature behaviors need to be addressed immediately, in which case it helps to have specific strategies to follow (see Table 1).

Strategies for Successfully Managing Workplace Behavioral Conflict

Start by informing employees about the difference between healthy work-system conflict and unhealthy behavioral conflict. This can be done in a group meeting or with specific individuals who are engaging in unacceptable workplace behaviors. Educate employees that only work-system conflict is appropriate. It is healthy to respectfully discuss different opinions about core work duties and work flow, and, in this context, diversity of perceptions, thoughts, communication, and behavior is natural and encouraged. At the same time, it is unhealthy and unacceptable to engage in immature behaviors and nonproductive discussion of coworkers that does not directly impact work. Leaders should let employees know they are accountable for both words and behavior. Yelling, gossiping, refusing to help peers, and so on are not allowed. Setting these ground rules and sticking to them is the first step in creating a positive work culture.

Next, leaders reinforce these definitions as they teach employees how to complain to them. An open-door policy without guidelines can lead to wasted time listening to employees complain for no productive reason. Furthermore, leaders can unintentionally create a perception of favoritism that can perpetuate dysfunctional group behaviors. There are only three legitimate categories of employee complaints that deserve leaders’ time:

1. Someone is preventing an employee or the group from doing their job effectively or efficiently. In this case, the leader asks a pointed question: “What is this person doing that is preventing you or the group from performing a job task?” The employee may say, for example, the coworker is making errors, causing the employee to stop what they are doing to fix the errors, thereby slowing down productivity. Then it is up to the leader to determine whether the coworker is, in fact, making errors. If the coworker is making errors, the leader must help solve the problem, which is incumbent upon leadership. If the coworker is not making errors, the leader must promptly let the complaining employee know the complaint is not valid.

2. The behavior of another employee may compromise safety or legality or greatly impact the company’s overall success. This category is only for issues with such large potential for negative business consequences that they warrant immediate investigation to determine whether the claim is valid or not. If it is valid, the leader must solve the problem as soon as possible. If it is not valid, this can end with the leader saying to the complaining employee something such as “We as an organization do not agree with your view.”

3. A coworker’s specific behaviors are so annoying that it upsets the workplace milieu. It is important for the leader to consider specific behaviors that are outliers, such as berating and belittling, loud and argumentative talking, excessive sarcasm with eye rolling, and so forth. Such behaviors can quickly tank a cohesive work culture. If the leader investigates the behaviors and finds there is truth to the complaints, the problem employee must be managed better. Otherwise, the leader must tell the complainant directly they do not agree and offer resources such as the employee assistance program, where a counselor can help employees manage their internal state of mind by adapting to workplace stressors with appropriate responses.(14)

Leaders must respond swiftly and decisively to legitimate employee complaints. When someone reports disrespectful behavior, this deserves the leader’s full attention, regardless of witnesses. For example, reports of bullying would be concerning. If Scott reports Sheila has been verbally rude and degrading, the leader can avoid the “he-said, she-said” dilemma with full context of their credibility. For example, if Scott is a known habitual complainer and Sheila has no record of bullying, the leader would quickly let Scott know his report has no credibility. However, if Sheila has had a long history of documented incidents such as this with Scott and others, the leader would need to have a conversation with Sheila about changing her behavior. It’s the leader’s responsibility to let Sheila know the company’s stance, and she should know that this issue is not open for discussion. The leader must conduct any such conversation firmly but respectfully, recognizing leadership behavior is role modeling for others and has a powerful influence on workplace culture.

Leaders must take responsibility for their work group without outside mediation for employee conflicts. Although the idea of delegating to an outside mediation expert can be appealing for a beleaguered leader, this act can dilute their effectiveness and accountability. Leaders can seek advice and support from outside experts, but the only exception in which outside direct mediation should be allowed would be if two employees requested outside mediation on their own without manager insistence. Leaders must set limits and pick sides, because employees are looking to leaders for that decision. No outsider would know better than the leader. If these conflicts are not resolved, the bad behaviors can continue, and employees may see leaders as weak and exploit that indecisiveness to their own gain. A leadership vacuum creates a dysfunctional workplace culture.

Because leadership starts at the very top of the organization, senior leaders must stay involved with front-line supervisors. Successful organizations have senior leaders who understand what is happening at all levels. As leaders are promoted, sometimes they forget this and distance themselves from the difficult tasks of day-to-day supervision. On the other hand, wise senior leaders have their ears to the ground and know what is happening with front-line employees and supervisors. They don’t need daily involvement with intricate details, but they do need to know enough to aid front-line leaders in their success. Disconnection results in unwise decisions with unintended negative consequences for the workplace. Senior leaders who are well connected listen closely to front-line leaders and ultimately make changes to ensure company success.

Table 1 presents a summary of strategies for successfully managing workplace conflict.

Creating the Optimal Workplace Culture

Workplace culture is determined by how people behave. Therefore, conflict management is a powerful determinant of workplace culture. Leaders from the top down set the tone for this culture. If employees are behaving badly and are engaged in conflict, rather than ignoring and perpetuating such behaviors, it is imperative for leaders to act in a manner consistent with the culture they are aiming to cultivate. This requires time and energy, starting with senior leadership ensuring that every leader subscribes to the company’s behavioral norms. Senior leaders are wise to choose mid-level and front-line leaders who understand this, and senior leaders need to stay involved at local levels to ensure their vision for company culture is reinforced. Companies that are skilled with people management generally are well-regarded and more harmonious, and succeed in their business goals. Estimates indicate workplace conflict wastes approximately three hours per week for an employee and can take up roughly 20% of managers’ time.(15) It is not only possible but absolutely necessary for companies to create the optimal workplace culture by appropriately managing workplace conflict.

References

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