9.4: Resolving Conflicts at Work

How Does Conflict Show Up in the Workplace?

Learning Objectives

• Learn strategies for resolving workplace conflicts

Conflict is inevitable in the workplace. If people say that no conflict exists, that's a problem. One of more people are not speaking up or getting their needs met if everyone "gets along fine." Most employees think about conflict as a negative aspect, but conflict--when managed effectively--can lead to more authentic communication, better problem-solving, and stronger teams.

Definition: Conflict

Conflict Defined: A struggle that occurs when two or more people perceive each other to have different goals

Conflict Redefined: An opportunity to create an ideal working condition

Sources of Team Conflict: People and Process Related

Typically, conflict at work can be divided into two categories: Issues related to people and issues related to processes. The list below provides examples of the most common workplace issues. It does not come close to listing all of the possible issues.

People-Related

• Poor communication (Miscommunication, silent treatment, unprofessional tone and style)
• Creative conflicts (Differences in the way team members work, complete tasks, make decisions, etc. )
• Personality clashes (Differences in the way team members behave, e.g., outspoken or thoughtful, focused on facts or ideas, etc.)
• Conflicting goals (Differences in what team members want to achieve, e.g., complete a project or get a promotion?)
• Unrealistic expectations (Expecting something that is not possible, e.g., a private office after completing a project)
• Differences in behaviors (Methods in which people connect with others, in the way they use words and gestures, etc.)

Process-Related

• Resource scarcity (Who gets what?)
• Poor processes (How are things done?)
• Unclear roles and responsibilities (Who does what?)
• Unclear directions/Lack of procedures (What is the best way to do something?)
• Workload imbalances (How is the work distributed?)

You cannot shake hands with clenched fists. --Gandhi

Symptoms of Team Conflict

You can keep the situation from spiraling out of control by recognizing early signs of conflict:

• Breakdowns in Communication: Teams avoid meaningful discussions, meetings become passive, and side conversations or gossip increase
• Lack of Trust: Members protect their own interests rather than collaborating, leading to finger-pointing and disengagement
• Competing Agendas: Disagreements shift from constructive discussions to strong opposition; decisions and tasks take longer and often meet with resistance

Figure 9.4.1 : Rams butting heads (CC BY 4.0; Wimmerman, J. via Unsplash.com)

The Spiral of Conflict: How Things Can Spiral Out of Control

In the spiral of conflict, an event occurs that upsets, offends, or angers someone--intentionally or unintentionally. Once this event is perceived as hostile (for example, the person may consider it criticism or harmful in some way), the typical response is defensive anger, often exhibited by blaming others, making excuses, or escalating the situation. Consequently, those being blamed or perceived as responsible for the triggering event will counter-attack. That is, they will blame the person or others, make excuses, or escalate the situation in their favor. The counter-attack is then perceived as ANOTHER triggering event, and the spiral spins out of control, potentially escalating into a screaming match or worse.

Figure 9.4.2 : The Spiral of Conflict (CC BY 4.0; Rae Ann Ianniello)

The Five Conflict Styles

The Thomas-Kilmann Conflict Mode Instrument (TKI) identifies five common conflict-handling modes based on two dimensions: assertiveness (the extent to which one attempts to satisfy their own concerns) and cooperativeness (the extent to which one attempts to satisfy the other party’s concerns). The five modes include competing, collaborating, compromising, avoiding and accommodating. While there is no one style of conflict that works for every situation, the model serves as a tool to provide insights into the strengths and limitations of each mode. For example, if a coworker is using the only microwave oven for 20 minutes of your 30-minute lunch hour, you could avoid bringing up the issue to maintain the relationship (and eat cold food from now on) or address the coworker to develop a schedule or solution.

Figure 9.04.1: Thomas-Kilmann Conflict Modes Model

The five modes are described and illustrated with a business example below.

1. Competing
   • Description: Assertive and uncooperative behavior. Individuals pursue their concerns at the expense of others.
   • Business Example: A senior marketer insists on directing the entire social media budget toward Instagram, disregarding other team members' suggestions to spread the budget among other social media forums.
2. Collaborating
   • Description: High assertiveness and high cooperativeness. All parties work together to find a win-win solution.
   • Business Example: The Production team holds a brainstorming session about how to reduce waste in their processes. Together, they develop a way to track waste in each step of the process.
3. Compromising
   • Description: Moderate assertiveness and cooperativeness. Both parties give up part of their position to reach a partially satisfactory solution.
   • Business Example: With conflicting views on how much the sales and marketing team can spend when meeting with clients, the teams decide to split the budget evenly between the two teams.
   • Note that compromising may not always be beneficial because it can lead to less-than-desired outcomes, create resentment, or lead to future conflicts.
4. Avoiding
   • Description: Low assertiveness and low cooperativeness. One or both parties sidestep the conflict, often leading to unresolved issues.
   • Business Example: Some team members do not participate in discussions about teambuilding activities, leading to delays in decision-making, fewer choices, and dissatisfied members who do participate.
   • Note that being a people-pleaser can take a toll on one's well being, and ignoring issues can create larger problems.
5. Accommodating
   • Description: Low assertiveness and high cooperativeness. One party gives in to the other, often for the sake of harmony.
   • Business Example: A team member who is passionate about investing in emerging social platforms concedes to those who favor traditional channels, hoping to maintain team cohesion even though their idea is stifled.
   • Note that people who accommodate may feel resentment, which then negatively affects the team's morale.

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Strategies for Managing Conflict

Avoiding Destructive Conflict

While avoiding conflict entirely can lead to poor decision-making and resentment, managing disagreements productively fosters a healthier workplace.

Best Practices for Conflict Resolution:

• Lay Ground Rules: Encourage respectful discussions—stay present, allow everyone time to speak, avoid interrupting, etc.
• Listen: Focus on understanding perspectives rather than forming counterarguments
• Emphasize Shared Goals: Reframe discussions around common goals rather than differing views
• Build Trust through Respectful Communication: Avoid finger-pointing, name-calling, eye-rolling, and other disrespectful behaviors; encourage positive expressions
• Provide Safe Spaces for Open Communication: Ensure employees have a way to express concerns without judgment or fear of retaliation
• Offer Training and Teambuilding Activities: Help employees build their skills through role-playing activities and training on topics such as emotional intelligence, listening skills, stress management, and crucial conversations

Team Leaders' Role in Preventing Damaging Conflict

Team leaders should look for early signs of conflict within their teams. Strong leadership can help to prevent destructive conflict before it begins. To guard against unhealthy conflict, leaders should:

• Set Clear Goals and Expectations: Clearly outline team objectives and responsibilities; ensure accountability; specify optimal results and the criteria that will be used to judge outcomes and performance
• Promote Diversity: Encourage open communication, especially active listening, and the sharing of different viewpoints
• Have Regular Check-Ins: Frequent communication builds trust; ask team members how often they want to meet, and be attentive during those meetings
• Assign Rotating Roles: Designate a "Devil’s advocate" to challenge ideas and ensure diverse viewpoints are heard
• Encourage Feedback: Provide opportunities for employees to be heard; ask for constructive criticism and helpful suggestions

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Take Steps to Address Conflict: Sample Dialogue

When conflicts arise, address them promptly and constructively. The five steps below, illustrated with a sample conversation, can help you to mitigate conflicts:

Step 1 Address the Issue: Ignoring tensions only makes them worse. Address them early to maintain healthy team relationships.

Alex: "Hey Jordan, can we talk for a minute? I noticed some of your comments in yesterday’s meeting came off a bit sharp when discussing Sam’s team, and I wanted to check in."Step 2 Encourage Open Dialogue: Create an environment where people are encouraged to speak their minds and share their ideas.

Jordan: "I didn’t realize it came across that way. I was frustrated about the delays."
Alex: "I get that. I appreciate your being honest. Let’s talk through it together—your input is important."

Step 3 Identify Common Ground: Focus on shared objectives--on what can we all agree?

Alex: "We both want this project to succeed and for every team to stay on track. Can we agree that respectful feedback helps us get there?"

Step 4 Separate Issues from Individuals: Focus on problem-solving rather than personal matters.

Alex: "We're all under pressure with tight deadlines and staff shortages. Let’s focus on what’s causing the delays and how we can support Sam’s team without making it personal."

Jordan: "Yeah, I appreciate the feedback. I get it.

Step 5– Use Mediation When Needed: Get help when needed; for example, involve HR or a mediator.

Additional Resources for Conflict Management:

• "Crucial Conversations: Tools for Talking When Stakes Are High" by Patterson, Grenny, McMillan & Switzler
• Harvard Business Review’s Guide to Dealing with Conflict
• Online courses on conflict resolution from Coursera, LinkedIn Learning, or Harvard Business School

Conflict can help teams improve how they work together. Positive conflict builds trust, so team members are more likely to raise issues, take risks, and be engaged at work. A tool for growth, the ability to manage conflict productively can enhance your leadership skills and position you for career growth.

Contributors and Attributions

• Conflict Resolution. Authored by: Susan Kendall. Provided by: Lumen Learning. License: CC BY: Attribution
• Edited Work: Resolving Conflicts at Work. Authored by: Rae Ann Ianniello
• Figure 9.4.1 : Rams butting heads. Wimmerman, J. Unsplash.com. January 28, 2018. images.unsplash.com/photo-1517128076055-be58e94ba823?q=80&w=2070&auto=format&fit=crop&ixlib=rb-4.0.3&ixid=M3wxMjA3fDB8MHxwaG90by1wYWdlfHx8fGVufDB8fHx8fA%3D%3D
• Figure 9.4.2 : The Spiral of Conflict. Created by: Rae Ann Ianniello
• Figure 9.4.3 : Thomas Kilmann Modes of Conflict. Wikimedia Commons.