Managing Conflicts at the Workplace
Contents Purpose of this booklet | 04 Nature of conflict | 05 - 07 Causes of conflict and ways to address | 08 - 10 Causes of conflict at the workplace | 11 Conflict can be triggered by | 12 - 17 l Personalities | 13 l Needs and expectations | 14 l Values | 15 l Unresolved problems | 16 l Increase of workload | 17 Signs of a conflict? | 18 How long has it been going on? | 19 Symptoms of a conflict | 20 Reading the signs | 21 Who is in a conflict? | 22 - 25 l Worker vs. Worker | 23 l Worker and Management | 24 l Teams | 24 l Group of workers and management | 25 How to manage conflicts? | 26 - 31 l Have a quiet word | 26 l Investigate informally | 27 l Use internal procedures | 27 l Upgrade skills | 28 l Consider getting help | 29 l Improve way of communication | 30 l Form representative status | 31 13 Tips for managing conflicts | 32 How to avoid future conflicts | 33 - 34
Purpose of the booklet This booklet gives an overview of how to manage, minimize and prevent conflicts and gives ideas how to improve the relationships in the organization between worker, management and larger groups of workers.
Further information: FNCCI Employers’ Council keeps the management up to-date with changes in the law, can give practical advice on how to manage change and is conducting trainings with a wide range of subjects. Look at the FNCCI Employers’ Council website for up-to-date information about all our activities. Web:http://employers.fncci.org Email: trainingunit@fncci.org
{4} {4}
Nature of conflict In life and often in business, conflicts and disputes are inevitable. Every person also has internal conflicts and behind this are lying the interests. Interests are what a person wants or needs and which that person must have satisfied to an acceptable level in order to feel content – not in conflict. Conflict means that the interests of one or more persons or groups seem to be in opposition to the interests of some other person(s) or group(s). External conflict arises when a person believes that her/his interests are or will be interfered with by the interests of someone else. The persons involved in such a situation are in conflict about the satisfaction of their respective interests. {5}
Nature of conflict Persons or groups who are in conflict may also have different ideas about how to resolve the conflict. Each party wants her/his own interests satisfied. If each party cannot find a way to satisfy those interests, the intensity of the situation increases and leads to a dispute between the parties. Sometimes people decide it is best just to ignore conflicting interests. At other times, people get very upset and have very strong feelings about conflict. When a dispute arises from conflicting interests, the parties involved in the dispute need to find an appropriate way (a process) to resolve the dispute by resolving their different interests. One of the most important things to understand about conflicts is that conflict is not bad and it is not good. It just happens.
{6}
Nature of conflict Conflict often happens because change happens. Change means that things will be different in some way than they are now. Conflict happens when different people want changes to happen in different ways, or when they try to prevent change from happening.
{7}
Causes of conflict and ways to address Conflicts can be categorized into five main types: Interest conflicts may be caused by actual or perceived competition over substantive, procedural or psychological interests. Ways to address interest conflicts n Focus on interests, not positions. n Look for objective citeria.
Structural conflict are caused by unequal control, ownership or distribution of resources or by environmental or time constraints. Ways to address structural conflicts n Clearly define and change roles. n Replace destructive behavior patterns. n Reallocate ownership or control of resources. n Establish fair and mutually acceptable decision-making process. n Change negotiations from positional to interest-based bargaining. n Modify means of parties (less coercion, more persuasion). n Change physical and environmental relations. {8}
Causes of conflict and ways to address Value conflicts may be caused by differing ideologies, religious beliefs, cultural norms and ethnicity. Ways to address value conflicts n Avoid defining problem in terms of values. n Allow parties to agree and disagree. n Create sphere of influence in which one set of values dominates. n Search for super ordinate goal that all parties agree to.
Data conflicts are rooted in lack of information, misunderstanding, or differences over the interpretation or relevance of data. Ways to address data conflicts n Reach agreement on what data are important. n Agree on process to collect data. n Develop common criteria to assess data. n Use third-party experts to get outside opinion or break deadlock.
{9}
Causes of conflict and ways to address Relationship conflicts are caused by breakdown in interpersonal acceptance, liking, communications and understanding. Ways to address relationship conflicts n Control negative expressions through procedures and ground rules. n Promote process that legitimizes feelings. n Clarify perceptions - build positive perceptions. n Improve quality and quantity of communication. n Block negative repetitive behavior by changing structure. n Encourage positive problem-solving attitudes.
{10}
Causes of conflict at the workplace n No compliance with law, rules & regulations n Unclear job roles n Poor communication n Poor work environment n Lack of equal opportunities n Poor management n Bullying and harassment n Unfair treatment
{11}
Conflict can be triggered by n The Personalities involved n Our changing Needs and Expectations n Ignoring common Values n Unresolved Problems from the past n Increase of Workload
{12}
Conflict can be triggered by Personalities
Personalities can have a very strong influence on the workplace. Yet it is not always easy to predict how a worker will n express feelings when are upset or angry. n change the behaviour in difficult or stressful situations.
If individuals are upset or unhappy they are more likely to become frustrated. Individuals may also respond to difficult or challenging situations in a stereotypical way. This can be a result of learnt behaviour. Learnt behaviour is often a mixture of n the way one has been taught to behave n the behaviour one has copied from other people n a strategy one adopts to cope with problems.
{13}
Conflict can be triggered by Needs and expectations We all have needs at work. These often include: n a flexible work routine n a safe and healthy working environment n personal development and training n a fair rate of pay.
The way these needs are met often become our expectations for the future – how we hope to be treated and what changes we expect to happen. Conflict at work can often be caused when employers ignore the needs of workers or set unrealistic expectations. For example, arranging hours that make it difficult for workers to carry out their childcare responsibilities or expecting them to work late without prior notice.
{14}
Conflict can be triggered by Values
Most of the people have very clear ideas about what they think is fair. These are partly a reflection of personal values. However, in society we also have shared values – and many of these are associated with the idea of natural justice. Natural justice refers to certain fundamental principles of justice that many of us deem to be fair. Conflict often occurs when we neglect our duty. n n n n
To give someone a fair hearing To explain the reasoning behind a decision To be impartial To hear an appeal against a decision.
The organization’s procedures, policies (bye laws) should include key aspects of natural justice.
{15}
Conflict can be triggered by Unresolved problems from the past
Unresolved problems or not properly solved problems from the past can often make it very difficult for managers to distinguish between: n n
demands - what an individual or group wants, and interests - why an individual or group are making these demands
For example, a worker may complain that their manager has an ‘aggressive’ style of management. They might demand to be moved to another team. However, why does the worker really want to leave? Is it the manager’s management style or do they have other reasons? The deep-rooted causes of conflict can often be linked to a desire by individuals or teams to get back at each other for past grievances.
{16}
Conflict can be triggered by Increase of workload
Sometimes conflict is caused because people feel they are being pushed too hard and something has to give in. An increase of workload is not the only change that can make workers view the organization more critically. Other triggers may be new: n n n n
products organizational targets appraisal systems pay systems.
Change can make workers feel vulnerable and uncertain. They may be worried that their roles and responsibilities will change or that their career prospects will suffer. Employers who fail to consult their workers about future changes can cause them to feel alienated and more likely to raise grievances. {17}
Signs of a conflict? Some signs of conflict will be very visible. Not all forms of conflict are obvious. Some people might hide their feelings as a way of coping with a problem while a team might react to pressure by cutting itself off from the rest of the organization.
{18}
How long has it been going on? The quicker the management recognizes there is a problem so better it is. An ignored conflict can often escalate. If the conflict is recognized at an early stage will provide the chance in n n n
identifying the underlying causes. reaching a sustainable agreement. resolving the conflict.
{19}
Symptoms of a conflict Before a conflict develops people may simply feel unhappy about colleagues or workplace issues that are troubling them. The following symptoms are often noticed: n n n n
productivity goes down - there are likely to be more queries and complaints if people are not cooperating with each other. absenteeism increases - unhappiness may lead to depression or stress. motivation drops - fewer people volunteer to take on new tasks and there is little employee input at team meetings or briefings. behaviour changes - people start to make derogatory remarks towards each other and there are fewer social events organized.
Some of the symptoms – such as absence levels – can be measured and monitored. Recognizing other symptoms often relies on how sensitive you are to the atmosphere within an office or workstation.
{20}
Reading the signs Managers are more likely to be able to interpret the behaviour of the workers if they have regular channels for open communication and consultation. By listening to the views of the workers at an early stage – before issues become potential problems – future reaction to proposed changes can be managed.
{21}
Who is in a conflict? Conflict tends to fall into two broad categories: Conflict between individuals involving n Worker vs. Worker n Worker/s and Management Conflict between groups involving n teams n groups of worker and management
{22}
Who is in a conflict? Workers vs. Workers
Everybody will, at some time, have problems or concerns with someone else at work. An individual might feel angry or upset about a colleague. There may be: n n
a clash of personalities. strong differences of opinion over work.
Conflict between working colleagues can often lead to accusations of bullying or harassment. Good managers should always be ready to talk. The manager should try to create a climate of open and positive dialogue. If a worker is able to approach the manager at an early stage, then problems can often be nipped in the bud before they become formal grievances.
{23}
Who is in a conflict? Worker/s and Management
What if the manager is involved directly in the conflict? A worker may feel that: n n
the management style is too authoritarian or too weak. the management favours other work colleagues when assigning tasks.
A worker may talk to a manager about how they feel, or they may suddenly confront the manager with a list of grievances. It can be hard for workers to express their concerns with senior colleagues. If they feel unable to talk to the direct manager they may go to another manager or a worker representative.
Teams
Conflict within teams, or between teams, can often take the form of: n n
{24}
rivalry between colleagues. disagreements over a team’s goals or shared values.
Who is in a conflict? Group of workers and management
Conflict between a group of workers and their employers is often characterized by the classic us and them mentality. The management may be aware of: n n
a general resentment or anger towards senior management. poor morale and low levels of motivation.
Conflict may become focused on specific issues. For example, groups of workers may feel very strongly about: n n n n
health and safety. rates of pay. redundancies. lack of proper consultation.
It is not always possible for managers to talk to every individual affected by such broad issues. It may help to form representative groups with workers to work through these and other ad hoc problems. {25}
How to manage Communication skills – a conflict? Assertive speaking Have a quiet word Communication is a two way process.
In The many disputes other activebetween side fromindividuals, active there is a clear transition from listening is assertive speaking.an There are informal to a formal stage in the conflict. 2 techniques which might be helpful: The informal stage often involves simply talking, and 1:listening, to workers. Giving TEchNiquE people the time and space to express Respectful assertion their feelings and concerns can often Thetopurpose of air. respectful assertion is to: help clear the encourage to exchange ideas, Workers alsomisunderstandings, need to know: reduce clarify areas of agreement and of n disagreement, who they can go to if they have a problem atcommon work. understanding, promote n invent that their concerns be taken seriously. options forwill mutual gain l look for win-win solutions It helps there is athe culture thatof options l ifincrease number encourages for workers solution.to express their opinions. {26}
{27}
How to manage a conflict? Investigate informally
Don’t make quick decisions. Take the time to talk to colleagues and gather any relevant information about those involved. Most people involved in conflict situations will have their own ideas about what they would like to happen, but what would be a reasonable outcome for everyone?
Use internal procedures
If a worker makes an official grievance to a manager then the conflict has moved towards a more formal stage. If this happens there is a need to rely on company procedures for dealing with grievances. Internal procedures have to be reviewed from time to time and they should be regularly communicated to staff, discussed at team meetings and included in training programs. Why not include mediation as a stage in internal grievance procedures? Mediation can be used at any stage during conflict – by managers within the organization or from outside. {27}
How to manage a conflict? Upgrade skills
Having one-to-one conversations with workers and managers requires a great deal of sensitivity and empathy. The management should: n n n n n
n
{28}
listen to what workers say and try and pick up on any underlying causes of unhappiness or stress. question workers in a measured and calm way, putting them at ease and giving them the chance to speak freely. reframe what’s been said so that problems can be seen in a different light. build teams by making connections between the interests of the individual and that of the team or company. lead by example and set the right tone for the way people communicate with each other. respect diversity and put in place an equality policy.
How to manage a conflict? Consider getting help
Managing a conflict between workers is often about understanding the perceptions one person has of the other. Perception is the process of interpreting the information that we gather about other people – through listening, talking, observing and general interaction. Dealing with these perceptions can sometimes test a manager’s people management skills to the limit. The management may need special training – or the skills of an outside party – to successfully manage conflicts. A skilled mediator could help to deal with some of the complex interpersonal problems often associated with managing conflict. Because they are not emotionally involved in the problem they can often take an objective, unbiased approach to what’s happening within the organization. {29}
How to manage a conflict? Improve the way of communication and consultation with workers
To successfully manage any group conflict the management will have to make some difficult decisions – about issues like pay, working practices and organizational rules and procedures. Start by reviewing the way that n information is communicated to workers. n workers are consulted before decisions are made.
The management normally should consult with workers or worker representatives on the following subjects: n n n n
{30}
Health and safety Redundancies Business transfers Works council
How to manage a conflict? Form representative structures
Worker representatives can play a vital role. They can act as useful sounding boards – keeping the management in touch with the feelings and opinions of the workers . Many organizations have established representative systems for dealing with the kind of issues – such as pay or redundancies – that often cause potential conflict. These include: n working groups set up to consider particular issues such as absence levels, working patterns or the introduction of new technology. n permanent consultative groups, often called staff councils or consultative committees to regularly look at issues such as company prospects, new products, staffing levels and training. n collective bargaining where employers negotiate terms and conditions of employment with trade union representatives.
{31}
13 Tips for managing conflicts 1. 2. 3. 4.
Cool off ! Identify the right problem. Choose the best process for the situation. Pick the time and place for meeting. Decide who needs to be involved. 5. Communicate with the appropriate people about the problem. 6. Use “I messages�. 7. Use active listening skills to improve communication. 8. Together, identify and understand the interests and issues in the conflict. 9. Together, create a set of possible alternative solutions. 10. Decide on one or more of the alternative solutions (shared assessment and decision-making). 11. Carry out the specific terms of the chosen solution. 12. Monitor the implementation to ensure the solution is carried out and doesn’t cause new conflict. 13. Evaluate the effectiveness of the problem-solving process and solution. {32}
How to avoid future conflicts? The management can learn from a conflict. Here are some action points an employer can address during or after a conflict:
Put systems and procedures in place n Formal procedures
should be established for dispute resolution, grievances and disciplinary issues. n Overall business plans should be explained to the workers so everyone feels involved. n Consultation and listening to the workers is the key to involving workers in the decision making process. n Labour law provisions should be implemented properly. n The workplace should be safe. {33}
How to avoid future conflicts? Develop relationships
n The workers should be acknowledged. n The workers should be treated fairly. n Initiative and decision making should be encouraged. n Personal and business needs should be balanced – could
flexible working patterns help to improve the work-life balance of workers and the effectiveness of the business? n New skills should be developed – is it worth thinking about to promote training and communication?
Work together
n Trust between employee representatives and management
should be built up. Good relationships add value to the organization by working effectively to respond to change.
{34}
{35}
This booklet was developed by FNCCI Employers’ Council with the support of the ILO Country Office Nepal.
FOR FURTHER INFORMATION PLEASE CONTACT:
Federation of Nepalese Chambers of Commerce and Industry (FNCCI) Employers’ Council Pachali Shahid Shukra FNCCI Milan Marg Teku Kathmandu, Nepal, Tel.: 4262061 Email: trainingunit@fncci.org Web:http://employers.fncci.org
Design and Illustration by: PrintCommunication Pvt. Ltd. info@printcommunication.com.np
NRs. 100
www.fncci.org {36}