Dear Allan,
The employees in my department don’t get along. The atmosphere seems really heavy these days and every other week someone is absent. I‘m tired of their under-the-breath comments and constant complaints about the way we do things. What makes otherwise good employees bicker and fight the system? I don’t feel I’m handling this well.
Thanks,
Anonymous
Dear Anonymous,
That’s a tough one. I’m glad you reached out.
The cause of workplace conflict is often misunderstood and blamed on personality clashes and poor behaviour by the employee. In reality, much workplace conflict is often a result of the working environment. Management may unwittingly and unintentionally contribute to workplace conflict by not paying attention to or addressing the true causes of conflict in their organizations. The impact – positive or negative – you, as a manager, can have on staff is significant. Demonstrating an attitude of respect and creating systems that support a respectful environment will help reduce and prevent conflict.
Here are a few areas to inventory:
- Are job descriptions clear and distinct?
No tasks should “fall through the cracks” and roles shouldn’t conflict. If a person isn’t clear on their role and responsibility, conflict will inevitably result. - Have you built good relationships with ALL staff?
Sometimes senior managers feel they don’t need to get to know people other than the supervisors who report directly to them. This approach can backfire if a key member leaves suddenly and you have no idea of who might be able to step up into that role. People need to feel valued and that means getting to know them all – on a professional level. - Do you ask them to be accountable?
Request regular, written updates and status reports that include accomplishments, unresolved issues and any needs they have from management. Follow through on requests and suggest alternatives if need be. - Ever hold any training sessions?
Seminars on improving interpersonal working relations, conflict management and planning are readily available and don’t take a lot of time or money. Show your employees you are interested in providing them with more than just the technical tools to do the job. You can even look into getting a little management training arranged for yourself, to develop new skills in managing your employees for greater harmony and productivity. - How’s your communication?
Hold regular meetings with your staff to share new initiatives, get their feedback and ideas and review projects. Ask for agenda suggestions and be honest in what you can and cannot change if a challenging issue arises. Use the biggest resource you have – the people in front of you – to solve problems.
Bottom line: Conflict can (and will!) develop in any organization. It’s inevitable. In fact, internal conflict and lack of cooperation are probably the biggest issues facing many companies today. How we deal with it is what’s important. Your response as a manager to conflict or potential conflict can determine whether it’s prevented, resolved or allowed to escalate into an all-out dispute.
Let’s also be clear that not all conflict is unhealthy. A difference of opinion can lead to the development of new ideas and practices, for example. Disagreements often result in a more thorough study of options and better final decisions and improved direction. The key to this kind of success is effective leadership and that means making sure your staff knows you appreciate them, their differences are respected, and people feel heard.
Best of luck,
Allan
A good manager doesn’t try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you’re the boss and your people fight you openly when they think that you are wrong – that’s healthy.
– Robert Townsend
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