Strategies for Resolving Workplace Conflict
The Canadian HR Council has developed a conflict management style guide based on the research of Thomas and Kilman (1972). These researchers have identified 5 types of conflict resolution styles:
Competing
Accomodating
Avoiding
Collaborating
Compromising
Each style has its pros and cons in terms of effectiveness, and each is based on relative assertivenss and cooperativeness. For example the "Accomodating" style is more cooperative and less assertive. Whereas the opposite is true of the "Competing" style:
Accomodating Style
Competing Style
Each style can be used to solve workplace conflict, according to whether the relationship or the goal/project is most important. The following graphic and "cheat sheet" illustrate how any combination of priorities can be solved with the appropriate style:
Understanding the use of different styles and their impact on the resolution of the conflict is important. I tend to use the "Accommodating" style almost exclusively. This strategy will work most often when the importance of the relationship is high, but not when the goal is more important. Clearly, I need to use more than one strategy when mitigating conflicts. The "Collaborative" style is crucial to balancing situations where the relationship and the goal are of equal importance. However, the Council points out that this style is most difficult to achieve due to the high energy demand required. As an effective manager, it will be important to focus on how each team member can contribute harmoniously while also achieving the overall team goal. It will be crucial not to waste energy always using the "Collaborative" style when another style could be employed more effectively with less energy. I must also keep in mind how different national cultures will affect an individual's performance and consider how individuals of different cultures will respond to each of the five styles when a conflict arises.
Finally, the Council explains how direct confrontation is inevitable in resolving workplace conflict. The Council warns that managers cannot be judgmental of others' styles. All styles are useful in one context or another, it is just a matter of correctly identifying the situation at hand and applying the corresponding style. We must also be cognizant that all team members have the potential to be productive, on the one hand, and "problematic" on the other. If a manager deems it necessary to confront an individual who is continuously acting in a "problematic" manner (which is a decision that must be made with care), there are proven strategies to use. Remember to acknowledge the individual's concerns, listen to what they say and know that people are unique, come from different cultures and act in different ways. We should never assume that someone is being purposely vengeful. Also consider that we cannot force anyone to change their behavior. We can, however, focus on how our own behavior can change. When confronting a "problematic" team member, be mindful of the approach you use and how the other person may perceive your words and actions. Try your best, but always modify your approach based on the level of success (or failure) you meet with each interaction and with different national cultures.
I tend to employ the "Avoidance" technique when it comes to conflict. For me, directly confronting an individual is a challenge in any situation, let alone a situation where I am a manager and in a relative position of power. According to the strategy guide though, "Avoidance" results in the least productive strengthening of relationships and goals. As a manager, it will be necessary for me to change my ways! Perhaps the best way to change this personal tendency is to stop using "Avoidance" as a strategy in group projects at MIIS. The sooner I overcome my reluctance to confront others, the better equipped I will be for a managerial position in the future. The Council website suggests specific strategies for confrontation which I will certainly draw on as necessary:
Address the situation immediately, directly and respectfully
Speak directly to the person and not to someone else about another person's behaviour
Separate individuals from the problems. Remind yourself that the problem is the issue or relationship, not the individuals themselves
Objectively try to understand what is behind the difficult person's actions rather than reacting right away
Examine your own contributions to the situation
Be clear in all your communication so the situation is not further complicated with misunderstandings
Discuss the issue using "I" statements (for instance, "I feel uncomfortable when you...")
Reinforce any positive changes (even small ones) made by the difficult person
