The human resources association SHRM is sounding the alarm on rising workplace conflict. Surveys suggest managers are best suited to answer the call, but they may need training on how to resolve disputes.
Conflict on the rise
The personal and professional toll of workplace discord affects individual and organizational well-being. SHRM research highlights the growing challenge:
- 76% of employees have experienced or seen acts of incivility over the past month.
- 48% say these acts occur weekly.
- 13% say they are a daily occurrence.
Workplace conflicts cost U.S. employers more than $2 billion a day in reduced productivity and increased absenteeism.
Executives can set the proper tone through open communication and respectful disagreements. But it’s managers who are on the front lines of employee conflict.
According to Forbes magazine, nearly 60% of managers are solely responsible for handling disputes among their direct reports. However, employees report that many supervisors are unprepared to resolve disputes. According to SHRM, 74% say managers could take better action to reduce incivility. More than 60% say supervisors have ignored workplace conflicts.
Author and trainer Tracy Stock highlighted steps managers can take to reduce employee conflict in a presentation titled “Control Conflict! Collaborate More. Counter Less.”
According to Stock, communication is often at the center of workplace conflict. Common triggers include feeling attacked on:
- Intelligence and skill sets
- Performance and reliability
- Autonomy
- Inclusion
- Status
- Morals
Conflict isn’t always verbal. Negative body language, such as crossed arms and eye rolls, can exacerbate disagreements. Conflict can also include silence, avoidance, glares, reduced participation and collaboration, and other less visible signs.
Managerial strategies to resolve employee conflict
Managers play a critical role in identifying and resolving employee conflict. Stock recommends sharing the following actions with supervisors:
- Deal with conflict immediately.
- Acknowledge the disagreement.
- Ask open-ended questions.
- Create firm boundaries.
- Reach a consensus and communicate the next steps.
Deal with conflict immediately
Disagreements can be uncomfortable, but not addressing them allows negative feelings to build. It also makes it less likely that employees will find a resolution.
An exception to this rule is when a conversation gets too heated or devolves into personal attacks. In these cases, Stock recommends temporarily separating employees. Set ground rules for respect and return to the conversation when employees have had a chance to calm themselves.
Acknowledge the disagreement
Employees want to feel valued and respected. Put aside biases, preconceived notions and past experiences to understand the situation from multiple perspectives.
Acknowledge a conflict by listening to everyone involved and identifying the underlying cause. Paraphrase and clarify statements to validate emotions and ensure you understand correctly. Get both sides to agree on the central conflict so everyone can work toward a uniform resolution.
Discuss the impact it’s having on the individuals and their colleagues. Stock notes that resolving disagreements isn’t about one person being right and another person being wrong. Acknowledge differing viewpoints, feelings and interpretations.
Forbes recommends validating emotions without taking a side by saying, “I can understand why you feel this way given the circumstances.”
Ask open-ended questions
Whereas yes-and-no questions can be leading, open-ended questions are more neutral. Forbes says questions should focus on facts and explore alternative points of view.
Examples include:
- What led to this disagreement?
- How does this conflict make you feel?
- How is it impacting your ability to collaborate and perform your duties?
- What are some resolutions you’d like to see?
Encourage employees to use “I” statements when responding. This can reduce confrontation and help them express their feelings.
According to Forbes, a statement such as “I felt overlooked when my comment wasn’t addressed” will be better received than “You ignored me.”
Stock also notes that “you” statements sound judgmental. People feel attacked and are more likely to become defensive. “I” statements encourage accountability and understanding.
Ask both sides how they would like to resolve the conflict. Be open to their ideas. Offer different options; this can provide an unexplored middle ground and help employees resolve the conflict more readily.
Create firm boundaries
Setting boundaries on personal attacks helps to refocus conversations on solutions. Discuss barriers to conflict resolution without shifting into anger or blame. Employees can disagree, but managers must draw and enforce boundaries to eliminate disrespect and threats.
If a conversation gets personal or heated, Forbes recommends asking employees to state something they respect about the other person. Pausing and finding a positive statement can reduce tension and increase the odds of reaching an agreement.
Boundaries also mean staying focused on the issue at hand. Don’t let discussions devolve into past conflicts or unrelated complaints. Encourage individuals to apologize if they have crossed a line.
Reach a consensus and communicate the next steps
Ensure both sides agree to the same resolution. This step increases accountability and keeps employees on the same page.
Document and discuss the next steps individually and jointly. Both sides should clearly understand their roles in resolving the dispute.
Encourage an ongoing dialogue to keep communications open. Working through conflict creates a workplace focused on respect, collaboration and different perspectives. According to SHRM, it can also enhance morale and productivity.
Explore training opportunities
For more information on managerial training opportunities, talk to your benefits adviser. We can help you explore in-person and online training options centered on conflict resolution, collaboration and communication.
