If it weren't for people, the workplace would be very easy to manage. People
bring their unique values, experiences, ambitions, and personalities to the
workplace. This mix can often result in innovative ideas and a more flexible
team environment. However, if not managed properly, it can also result in
conflict, poor team morale, and poor performance.
New managers often view conflict as a problem that needs to be eliminated. Unfortunately, trying to eliminate conflict is futile and the attempt to do so can actually be detrimental to the team. Effective managers learn to accept and respect workplace conflict and work to maximize its benefits while minimizing its negative effect.
Workplace conflict, if left unchecked, can be devastating to a team or organization. Conflict can often cause:
- Lost productivity: Team members preoccupied with interpersonal conflicts and unmanaged differences of opinion will not maintain the LAN as well or provide quality customer service.
- Perception costs: Teams with members who don't seem to get along or who openly challenge each other will often be viewed as less competent and trustworthy by others within the organization.
- Attrition within the team: Unmanaged conflict within a team can result in good people growing weary of the negative environment and leaving for other jobs.
People generally find both their greatest joy and frustration in dealing with others. This is particular true with work environments. How can we manage the frustrations that people feel toward each other so that the team operates as smoothly as possible? Here are a few suggestions.
Balance creativity and stability
Managing conflict involves finding a balance between creativity and stability. Anyone who has worked with a group of highly creative people has experienced the energy created by new and innovative ideas and also the chaos that often causes. There are also workplaces that focus so much on efficiency and stability that very little gets accomplished beyond the routine and ordinary. New IT managers need to find a middle ground between a creative and often volatile work environment and a stable environment where work tasks are clear and are completed consistently and on schedule.
If team conflicts seem to be ongoing or cyclical in nature, take a closer look at how the team is operating and how people are interacting. The real source for conflicts can often be hidden from view. For example, two team members may be dealing with interpersonal issues, but their problems may manifest themselves in constant bickering about work issues. It is important to look at both the overall functioning of the team as well as what is happening at the micro-level (individual priorities, personality traits, and communication patterns) to determine how to handle conflicts.
Encourage controlled conflict
Encourage controlled conflict about the work and discourage conflict based on personal issues and personalities. Conflict based on differences of opinion and perspective about work-related issues can be productive and can help to build tolerance and patience among members. However, disagreements based on personal issues can be debilitating for any team. If left unchecked, they will usually worsen and will evidently involve other members who start taking sides. Personal conflicts require more immediate intervention, even if it is just to negotiate a truce until a more permanent settlement can be reached.
Develop a process
Develop a process for team members to use in dealing with conflict. Team members should understand what the ground rules are for addressing conflict within the team. Managers can play a very important role in establishing how disagreements are handled by modeling appropriate behavior and setting rules of engagement and sticking to them. One critical ground rule must be that personal attacks are not an acceptable way to handle work-related conflict.
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