Direct Line

Direct Line

Cmdr. Patrick Moran, NAS Sigonella Executive Officer

Buongiorno Sigonella, Back in May I was fortunate enough to partake in the Sigonella Leadership Forum hosted by the Naval Hospital. It provided an opportunity for several leaders from the community to speak on the topic of Conflict Management and Workplace Synergy. I thought it was interesting that the forum would focus on the management of conflict rather than its resolution. I always approached conflict in the workplace as something to be ultimately resolved, but I suppose it really does make sense to assume that conflict in any organization would continually exist in some form or another, so an approach to its management would make sense.

A tremendous amount has been written on the subject and really, one could make a career out of the study of conflict management and resolution. But in preparation for my brief discussion I focused on what had worked for me over the years when I had to deal with it. Please note though, what follows is not just for those in a supervisory position. It is for everyone – because no matter what stage we are in our careers (military or civilian) we are all leaders when it comes down to it and we all have a vested interest in the success of our respective organizations. Managing conflict and minimizing its negative effects is important to that success. Further, this single article is by no means a complete guide to dealing with conflict in the workplace. Rather it is a simple model to use when first approaching a conflict to identify its root cause.

I have found that, more often than not, the underlying issue at the heart of any workplace conflict stems from the presence of one or more of three things; uncertainty, inequality, and apathy. If one of these conditions exists, then the environment is more than ripe for a bad situation. Another way to look at it is by asking yourself three questions: Is something unclear? Is something unfair? Is someone not engaged?

Uncertainty

This might be the easiest of the three conditions to identify. All organizations exist to serve a purpose. All successful organizations have a stated mission and often a vision accompanying that mission statement. Likewise, all departments within the organization exist to serve a function to further the goals of the organization. Knowing this, the lack of a clearly defined mission or purpose can lead to uncertainty as to where the focus should be. This, in turn, can lead to differing interpretations of what team members should be doing and from that, argument and conflict is not far behind. Have you ever heard someone on your team say “what are we doing here?” You may be familiar with the phrase leadership abhors a vacuum. The same is true for any organization without a clear stated mission or purpose. Without a clear purpose, there is a vacuum where guidance should be and that must be filled with something. It isn’t always going to be filled with the right thing. The vacuum may be filled with competing guidance, each based on individual interpretation that isn’t aligned with the team or the organization as a whole. When that happens there is going to be conflict.

Inequality

More difficult to recognize, but no less important, is inequality in an organization. It would seem that people have a natural proclivity to view things through the lens of equality – what is fair and unfair. How often have parents heard their children say “But it’s not fair!” How often have you said that to yourself? I certainly do on occasion. The concept of equality and fairness is far too broad and complex to address as a whole right here but for purposes of this discussion I refer to favoritism and unequal treatment in general. Favoritism, both real and perceived, can certainly have serious negative impacts on a team, on a mission, and on an organization. It can breed resentment and jealousy, which in turn, creates a toxic environment. Oftentimes those involved may not even realize their behavior is unfair or perceived by others as unequal. Or, the issue at its core may be an example of misperception. Whatever the case, it’s best to ask the questions and try to understand where there is inequality and then address it from there.

Apathy

This may be an easier thing to discover but it is going to have more far reaching effects. While looking for uncertainty and inequality, you may find the root cause of one or both is a disengaged leader or team member. One may ask, “If my supervisor doesn’t care, why should I?” or “My team doesn’t put the effort in, why should I?” The stoic and noble answer to these questions would be “I am a professional and I take pride in my work.” That’s a great answer, but how long can someone realistically remain professional and engaged when others on the team are not? At some point something is going to break and things are going to get difficult. It’s only a matter of when.

These things are what I look for when first addressing a conflict or dispute. Once again, this article certainly doesn’t address conflict management as a whole, but sets the stage for first addressing the problem by understanding what may be causing it. This is what has worked best for me. In subsequent articles I will present a closer look separately at uncertainty, inequality, and apathy and what I have found that can help to mitigate the effects, and more so, create an environment that makes it far more difficult for each to exist.