Conflict Resolution Methods: Managing Conflict at Work

Conflict, when properly managed, is  source of competitiveness and collaboration in a workplace.

3 Practical Team Strategies For Managing The Fear Of Conflict

Another strategy used by large corporations to manage conflict is incrementalism, which involves developing solutions over time. “It is almost impossible for one person or even one group of people to come in and, in a relatively short period of time, help the parties find a solution. Solutions need to be developed slowly over a long time period, with many people working independently and in concert, to bring about transformation of the conflict from a destructive one to a constructive one, and eventually to a resolved situation,” claims Heidi Burgess (1). Burgess suggests that even when the overall conflict cannot be resolved, the situation will improve incrementally. “These incremental steps will benefit small parts of the conflict system immediately and eventually can work together to facilitate the transformation of the wider conflict” (Burgess, Burgess and Maiese).

While taking work home has a damaging effect on employees, ineffectively managed conflict also affects employees personally through:

A-E-I-O-U Model of Managing Conflict - Ann Mehl

Lencioni also states that obstacles at the outside of the circle are more difficult to resolve, largely because they involve personalities and other issues that are not easy to change. In this way, this conflict resolution model resembles Furlong’s Circle of Conflict model as they both reveal hot-button issues managers should avoid when attempting to resolve conflict. Certainly, the issues toward the outside of the circle in Lencioni’s model and those in the top half of Furlong’s model are the most challenging. Parties that are able to talk about these types of issues must trust each other because doing so involves some type of personal risk (Lencioni 127).

Dealing with conflict in the workplace may be the most important function that leadership must learn to handle.

The Secretariat’s response. Agreed. While recognizing that deputy heads have primary responsibility for managing conflict of interest within their organizations, the Secretariat will work with deputy heads of departments and agencies subject to the new Policy on Conflict of Interest and Post-employment to identify common needs for guidance on the management of conflict of interest and methods for meeting those needs.

That project management contains conflict will come as no surprise to researchers and practitioners

How To Manage Conflict At Work - Forbes

4.44 The five departments also have mechanisms and assistance for public servants to discuss issues related to the code. These practices include listing information on their intranets about conflict of interest and about how to declare a conflict of interest. The departments have listed contact names, phone numbers, and email accounts so public servants can reach staff who can answer their questions. AAFC gives all managers a copy of its Conflict of Interest Reference Guide, which contains detailed guidance on conflict of interest procedures, roles, and responsibilities. The guide offers managers the background they need to deal with conflict of interest situations and questions that could arise. Canadian Heritage gives public servants a guide to help them avoid conflict of interest in two areas: taking part in outside activities or employment, and accepting complimentary tickets to cultural or sporting events.

Relationship Conflict: Healthy or Unhealthy

Managers who respect their employees are more likely to gain the respect of their employees. Likewise, companies that claim respect as a corporate value will reinforce it through corporate practices. Anna Maravelas illustrates the critical role of respect in conflict resolution in the following scenario. Hours of constant dissension had left executives exhausted and disconnected (203). Then a mediator stepped in and asked them to share things they respected about one another. As they did so, positive energy replaced negativity, building a platform of conflict resolution that transcended “pettiness and irritability” (204-205).

Directorate for Public Governance

4.48 In our file review, we found that the departments we examined followed a process that included consultation with the individual involved and often with the individual’s manager and with legal services. The departments analyzed the situation and decided on action to be taken by the public servant, if warranted. In most cases, the individual was sent a written response within three months that outlined the action required to resolve the conflict of interest (for example, divesting himself or herself of certain assets).