About Workplace Conflict

FAQs

1. There is conflict in my organization but nobody seems willing to address it. What can I do?
2. I have been in conflict with my direct supervisor/manager/director/boss. What options do I have?
3. How do I know what service to use? I know there is a conflict here, but I don't know where to start.
4. What do you mean by "conflict"?
5. What is an interest-based process?
6. How much does Conflict Resolution cost?

---

1. There is conflict in my organization but nobody seems willing to address it. What can I do?

   One of the most common reasons that conflict goes unaddressed within organizations is that people simply don't recognize the impact or the costs. The following steps can be useful in getting buy in for the need for conflict resolution services to your organization.

   Stage 1: Understand your organization.

   Because organizations consist of many different people with many diverse interests, what is cost to one person may not be considered cost to another. For example, to a floor manager at a restaurant the cost of a conflict among staff is directly recognizable through unhappy customers, grumbling cooks, frequent mistakes, broken dishes - a wise manager immediately notices the advantage of resolving the issues.

   However, in non-service, professional environments, costs are not as easy to recognize. The relationship between worker and external client may be indirect so a conflict is not seen by the outside world In such cases, costs are more insidious, much like conflict in the family.

   Stage 2: Understand who is affected by costs.

   Look at what type of organization you work in. Find out who is concerned with the costs of conflict. For example:

   • Is labour relations unable to keep up with disciplinary actions?
   • Is the occupational health department overloaded with illness and injury cases?
   • Are union reps overburdened with grievance cases?
   • Is management concerned about seeing profits suffer that can be linked to conflict (inefficiency, retraining costs, absenteeism)?

   Stage 3: Offer 'proof'

   Ample evidence exists to prove conflict has direct, sometimes serious costs.

   Determine some of the costs of your conflict to build your case.

   • Write your organizational leaders a cost-reduction proposal.
   • Find a sympathetic manager and help them make a case (they'll look good if they bring forth options for improvement).
   • Let organizational leaders know about problems they may not see and offer potential solutions.
   • Discuss options with union representatives.

2. I have been in conflict with my direct supervisor/manager/director/boss. What options do I have?

   Addressing conflict with a direct supervisor, manager, boss or employer can be difficult, particularly when that individual seems to hold all of the power. It is important to avoid making it personal. In other words, focus on the problem --the actions or behaviors that are causing the problem--rather than making a general judgment about the person's character. Examining your conflict with an open mind is a necessary skill. This conflict self analysis has several steps.

   1. Focus on your underlying interests.
   2. Approach with curiosity.
   3. Understand your and your supervisors personal conflict management style as well as your supervisor's style.
   4. Respond, rather than react.

   If the conversation is still too difficult or the conflict has gone on too long to easily change old patterns, it might be a good idea to call in a neutral third party to help the conversation flow smoothly.

   Situations do exist in which a direct supervisor may use their powerful position to resist or refuse to acknowledge their role in conflict and give few opportunities for discussion. If this happens? ...Constantly refocus on your interests, express your curiosity and understanding and never react. Even the most 'hardened' power monger will have difficulty ignoring someone who goes out of their way to understand them, and shows patience and never threatens them. Look at your own actions first before attempting to change another person's.

3. How do I know what service to use? I know there is a conflict here, but I don't know where to start.

   One of CCR International's cornerstone philosophies is that there is a spectrum of responses to conflict, only some of which may be appropriate for a given situation. However, choosing the correct response can be difficult, especially when the precise cause of the conflict is unclear.

   There are a number of things to consider: who's involved, the underlying causes of the conflict, how it developed, and what the interests of the parties are. These are not always easy questions to answer. You may be too close to the conflict to get the proper perspective.

   The assistance of a third party can prove to be invaluable when trying to determine the appropriate response to a conflict. CCR International specialists are experts in Conflict Diagnostics" and helping people think through conflict. Please call us for an immediate no-cost, no obligation consultation to talk through potential responses to your conflict situation.

4. What do you mean by "conflict"?

   Conflict, simply put, is a difference - a difference of wants, needs, or expectations. In itself, conflict is not negative. Conflict, in its best form, is a catalyst for debate, conversation, dialogue, and discussion.

   However, when conflict is badly handled things can go awry. Poor communication, dysfunctional systems and organizational structures, difference in perceptions, cultural or social misunderstanding, conflict style or personality differences can all cause miscommunication and tension. Issues are left unresolved and hanging…

   These breakdowns can be worsened within the workplace by countless factors. These can include unclear or poorly articulated organizational goals and values, lagging employee satisfaction and wellness, disconnected organizational structure, leadership deficits, unconstructive corporate culture, unclear roles and responsibilities, outdated or weak policies and procedures, poor communication practices, problematic interpersonal relationships, badly managed change, and uninformed or nonexistent conflict management processes.

   Through our services we encourage organizations to turn conflict into a positive force within the organization. We help people resolve their negative conflicts by developing organization-specific solutions that allow people to use conflict and difference to nurture creativity.

5. What is an interest-based process?

   There is a great deal of talk about interest-based processes, but very seldom do people fully understand what that means. Our society is built on the premise that individuals within society have various rights. When those rights are violated, there are institutions within society that step in to correct the situation, such as the Police, Unions, civil law institutions and human rights tribunals.

   While these rights-based institutions and processes are essential within society to prevent rights from being ignored and undermined, the reality is that often rights-based processes do not yield results that are entirely satisfying to either party. For example, when colleagues find themselves on opposite sides of a conflict, the result is often anger, frustration, hurt, and uncertainty. A rights-based approach determines fault and responsibility. It results in consequences and discipline. But this approach rarely addresses the damage to the work relationship. Both parties may remain distrustful, uncertain, and angry.

   Taking an interest-based approach means looking for solutions that meet the interests of both parties. Interests are the individual's needs, desires, concerns, and fears. When working through conflict situations it is often possible to find solutions that address the needs of both parties. When these interests are met, the individuals are able to carry on, often maintaining an ongoing relationship.

   Using this type of approach in workplace conflict situations is especially beneficial because it generally makes the work environment better - increasing communication, enhancing relationships, and improving understanding.

6. How much does Conflict Resolution cost?

   Depending on the service provided and our assessment of your conflict situation CCR International is happy to deliver a detailed estimate for you containing a plan of action and deliverables.

   One of the general rules when asking yourself how much to expect to invest in resolution is to take into account how much time the conflict has been allowed to endure and how many people it involves. The longer a conflict is allowed to fester, the more time it takes to resolve and the more people that are involved, the more it will cost to come to resolution.

   It is quite common for organizations to approach us with a large multi-party conflict that has been progressing and escalating for several years. In such cases, hostility can be de-escalated quickly but full resolution may be lengthy. However, even in a lengthy resolution process the benefits of resolution far outweigh the costs.