Workplace conflict will occur at times. Usually, it's the result of differring perceptions and methods, where neither party is right or wrong. Managers need to make sure that these conflicts don't come into the view of customers. If conflict is managed effectively and skillfully, cooperation will improve. Without effective conflict management, you cannot hope to improve performance, reduce stress, solve problems quickly, enhance teamwork, foster creativity, and increase staff morale.

To manage conflict effectively you must be a skilled communicator; an environment where open communication is allowed enables employees to discuss and resolve work issues. Ask questions and focus on problems as perceived. It may be as simple as conflicts about desk position, air temperature control, public address volume, or choice of background music, if that is what you have. Here are some points to consider:

- Acknowledge that a conflict exists. Find out what's happening and be open about the problem. Ask both parties at the same time or you'll risk the appearance of favoring one or the other. Communication that is clear, direct and honest is important.

- Let them express their views. Feelings of anger and hurt usually accompany conflict situations. Allow employees to express their emotions first, then move on to the problem solving. After the initial venting, let quiet discussion prevail.

- Define the problem. What is the problem, and what are the negative aspects on work and relationships? Is differing personalities the issue? Sometimes age difference feeds the conflict. Are there deeper underlying causes of conflict?

- Determine underlying needs. The goal is not to find who is right or wrong, but to reach a solution everybody can live with. Compromise is the rule, but sometimes you need to go beyond that. Define the needs first, not the solutions. Find out why each party is asking for their fix to the problem.

- Find common areas of agreement. Agree on the definition of the problem, and what the solution is, and understand the worst fears of the two parties. Some small changes can be helpful at the outset to give experience of some success.

Identify needs and find solutions to address those needs. Generate multiple alternatives, and determine which actions will be taken. Make sure both sides buy into actions. Silence does not mean agreement and to assume so is risky. Seek to obtain real agreement from both sides. A veiled warning about continuing conflict may dampen the fire before it leads to serious actions.

- Determine follow-up you will take to monitor actions. Schedule a follow-up meeting in two weeks to determine how everybody is doing.

- What if conflict remains unresolved? Unresolved conflicts can be a disruption in operations, and other avenues may need to be explored. An outside facilitator may be able to shed light on possible solutions. When conflict becomes a performance issue, it may lead to coaching sessions, performance appraisals, or disciplinary action.

Anger - Dealing with anger, especially when it is directed to you, can be a challenge. Effective listening can help defuse anger, but when it is directed to you, it is difficult to respond definitively. Ask for staff backup to help regulate the situation. A person who is angry needs time to vent the steam that may have been building for some time. Show that you are paying attention. The person needs to know that someone is really listening to her point of view. In addition, the person needs to feel that you empathize with her and acknowledge that you understand the situation. Be attentive and patient, and the party will become less angry as she expresses herself. Be sincere as you honestly validate the situation causing anger. Finally, be calm as you hear sometimes inflammatory comments in the heat of the moment.

Conflict resolution resources ' The Conflict Resolution Center Int'l in Pittsburgh, PA is a non-profit organization promoting non-violent approaches to conflict resolution. They maintain an excellent library on line, and they offer various publications for those interested in these issues. Managing Conflict is the web page of Douglas Noll, attorney and peacemaker. His thesis is that peacemaking is the best route to follow. The Maxwell School of Citizenship and Public Affairs at Syracuse University deals with academic research into conflict management. Finally, CaseBreakers specializes in internet based criminal records and background checks.


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