Conflict is an inevitable result of social
interaction. Conflict exists in organizations because, by their very nature,
organizations require social interaction between people with different goals,
values, and backgrounds. Recent structural, economic, and philosophical changes
in the world of work have escalated the likelihood and level of conflict within
workplace organizations.
Distinctions must be made, though, between positive and
negative aspects of conflict in the workplace. If constructively managed,
conflict may lead to clearer ideas and increased organizational effectiveness.
If unchecked, however, conflict may become unduly disruptive. This guide is
designed to provide information necessary to help supervisors effectively
manage and resolve conflicts. This guide also provides an overview of the
formal grievance procedure.
Supervisor: has a right to
effectively manage a work unit or program. The supervisor also has a right to
require employees to use available processes and procedures to express concerns
and complaints.
Employees: have a right to express concerns
and complaints using available processes and procedures. If concerns and
disputes cannot be resolved informally, employees have the right to file a
formal complaint, free of any act or threat of retaliation.
Effective conflict management exists when the
source of conflict is understood. Following are some common factors that
contribute to workplace conflict.
w Organizational Factors
Organizational change:
Employees unsure about their role in an evolving
organization may experience stress which, in turn, may produce conflict.
Diverse employee groups:
Several studies have documented that conflict is
greater in organizations whose members differ in terms of gender, ethnicity,
and economic status.
Strategic/operational disagreement:
Conflict may occur when there is disagreement
regarding an organization's mission or direction, or the objectives and
strategies employed to accomplish that mission. Conflict may also arise when
there is disagreement about the most appropriate processes for accomplishing
work.
Competition between units/groups:
Conflict may arise when different parts of an
organization compete against each other for resources, status, etc.
Unreasonable workloads/standards:
If the people in an organization are expected to do
more than is reasonably possible, frustrations can build and conflict can
increase.
w Interpersonal Factors
Lack of common understanding:
Conflict may occur when two or more individuals
differ in their perception of an issue or situation.
Goal conflict:
When employees and/or supervisors desire different
outcomes, conflict is a natural result.
Poor communication skills:
Conflict is common when one person doesn't feel
listened to or understood by another.
Unclear/unfair expectations:
Conflict may arise if supervisors or employees do
not clearly communicate what they need from others or if what they need from
others is unreasonable.
Power-plays and manipulation:
If a person bullies others with position authority
or situational power, or if a person tries to manipulate others to get
something desired, conflict is likely.
The following are strategies to prevent or
reduce disruptive workplace conflict:
w Organizational Strategies
Reduce role ambiguity:
Role ambiguity refers to a lack of clarity about an
employees assignments, how those assignments relate to the assignments of
others, or how all employee assignments relate to the goals of the
organization.
Provide support for assignment completion:
As assignments grow more complex and less routine,
the potential for conflict increases because employees are less certain about
how to approach new assignments. Supervisors should provide clear expectations
on what successful performance looks like as well as make it possible for
employees to discuss the processes and tools necessary for successful
assignment completion.
Eliminate work overloads and underloads:
Work flows should be coordinated to ensure that
employees are challenged without being overwhelmed. Employees who are not
challenged can get bored and invest their energy in unproductive activities,
while employees who are overwhelmed can get frustrated. Both conditions can
cause disruptive conflict.
Improve access to information:
Poor communication is a major cause of conflict.
When employees are hungry for information and that information is not provided,
they will often create it. The resultant rumors are likely to lead to the
creation or escalation of organized conflict.
Involve employees in organizational change and
decisions:
People tend to change when they have participated
in decisions leading to change. People tend to resist change to the extent they
feel change is imposed on them.
w Interpersonal Strategies
Try to understand different work styles and
perspectives of others:
Because people come into the workplace with
different backgrounds and personalities, effective conflict management requires
employees and supervisors to be aware of how the people they work with tend to
react in certain situations. There are numerous inventories (e.g. Myers-Briggs)
and other tools that may help coworkers understand and appreciate the work
styles of others.
Develop interpersonal skills related to conflict
management:
Assertiveness, communication, and negotiation
skills training may provide employees and supervisors the techniques and
confidence they need to resolve conflict quickly, effectively and
independently.
Develop skills for conflict management in
groups:
Making decisions, solving problems, and evaluating
performance requires different skills and processes in a group or team setting.
Eliminate win-lose situations:
Whenever an employee or supervisor approaches a
problem or conflict by defining success as getting something at the expense of
another person, a disruptive workplace conflict is a likely result. A more
effective approach to negotiation and conflict management than this
competitive, adversarial, win-lose approach is a collaborative, mutually
beneficial, win-win approach.
Use informal conflict resolution processes when
possible:
Because miscommunication is at the root of many
conflicts and people tend to become more defensive and adversarial in formal
complaint processes, using informal approaches to conflict resolution can be
very effective in preventing disruptive workplace conflicts. These informal
options are discussed in more detail below.
Numerous options are available to University
employees for resolving conflicts or disputes. No one option, however, is best
or right for all employees in all situations. A number of factors can affect
which option is most desirable.
Goals - What does each party want or need? What
will it take to satisfy each person involved?
Approach to conflict - Does each party view
conflict as (win-lose) competition or as (win-win) collaborative problem
solving?
Decision control - Do the parties want to retain
control over conflict resolution decisions, or do they want to let someone else
decide and live with the results?
Timing - How quickly does each party need to
resolve the situation? Some processes take longer than others.
Health/personal problems - Will any medical or
personal factors limit either party's energy or ability to address conflict
issue?
Type of issue - Are there specific offices
designated to handle specific issues? For example, the University's Equity and
Diversity Office handles illegal discrimination complaints.
Most situations allow for a negotiated approach, which is
typically desirable because it allows all the parties involved to seek a
mutually beneficial resolution. If any party feels the conflict resolution
process makes him or her a "loser," it can cause resentment and
negative consequences in the long-run, if not in the short-run.
Following are specific conflict resolution options that
are available to University employees.
Self-Negotiated Resolution:
Most conflicts can be resolved by the parties
themselves on an informal basis. The parties engage in problem-solving dialogue
about their differences and possible solutions. The more respect the parties
show each other in the process and the more they work together to identify
solutions that work for everyone, the better the chances of successful
resolution.
Internal Facilitation:
Sometimes people involved in a conflict get stuck
and need a third party to help with the problem-solving process or to
communicate in a more effective manner. Often supervisors or team leaders can
effectively serve as facilitators for resolving conflict between employees, and
managers can effectively facilitate conflict resolution between employees and
supervisors/team leaders.
Outside Facilitation:
Some conflicts are more complex or intense, and so
inviting in a third-party facilitator from outside the department is a
desirable option. Human Resources staff, and/or the Equity and Diversity
Officer (for conflicts involving illegal discrimination/harassment) can serve a
role in helping the parties to negotiate and solve problems.
Some conflicts cannot be resolved through the
informal options described above. For any number of reasons, one or more of the
parties feels that going through a formal complaint process is the only option
available to meet his or her goals. Depending on the issue involved, there is a
complaint process available to employees here at the University.
Full time employees have the right to appeal in the case
of a supervisory decision which has a perceived adverse effect upon the
employee.
The procedure is as follows:
The employee must discuss
the matter with the department head or supervisor in an effort to reach a
solution.
If step A proves
unsatisfactory the matter should be taken to the chief administrator of the
division in an attempt at reaching a solution. This should be done within five
work days.
If step B proves
unsatisfactory or infeasible the matter should be taken to Human Resources
within a total of seven work days from the time of the discussion in (A).
If no resolution is
reached in step C, then a written appeal may be made to the President. A
decision by the President, or his designated representative, within ten days of
the receipt will be final.
Allegations of discrimination concerning AA/EEO/HC or
Title IX matters should follow organizational channels and should be referred
to the Equity and Diversity Officer or his/her representative.
