Negotiating Workplace Conflict

Most every workplace has some sort of conflict at one time or another. It can be personal, work-related, or a combination of the two. Sometimes the conflict is willful, and sometimes the employee may be totally unaware of the problems his conflict may cause. " Common employee problems are: 1. passive-aggressive behavior, 2. hiding behind e-mails, 3. over-valuing privacy, 4. having to always be right, 5. emotional competence, and 6. dealing with micro-management" (Herbers, 2010, para. 1).

The optimum way to solve any such crisis is to create a series of questions whereby management or supervisors would need to get the workforce to come to a consensus. In a way, this plan would be like the old parlor game, Twenty Questions. Except the questions would be limited in scope.

What are the main questions to be asked, to discuss and to solve? " Question one: 'Let's look at the situation with the facts only. We both have emotions about this, but let's just look at what's going on.'...Question two is 'What is negotiable?' This helps disputants find common ground...Question three is 'What is non-negotiable?" (Mellan, 2011, para. 14). The point is that this exercise takes away any and all emotional issues and sticks to calm, reasoned facts. Getting together with a group of workers to solve conflict problems has to be done coolly and calmly, because heated arguments rarely solve anything and usually only makes the conflict problems worse.

It is interesting to note that Ms. Katz, in this article considers the workplace seemingly as a "dysfunctional family." Given that conflicts arise, a good exercise, therefore, would be together all the "sides" of an argument PLUS neutral, objective others to come to an agreement or, at least, a compromise to solve any and all problems. Also, it is important to establish a sounding board for any and all future conflicts to be resolved in a similar manner. This would mean that everyone in the workplace knows that there are means available to solve problems when they arise.

One cannot talk about workplace conflict without looking at the continuing charges of racial bias and discrimination, even though federal laws make such discrimination illegal and punishable. However, anyone hoping to mediate or resolve any such conflicts has to be aware of a distinction: " From the perspective of the person charged, there is a significant difference between a charge that you are treating someone disrespectfully and a charge that you are discriminating against them on the basis of race. Almost automatically, a charge of discrimination elicits a defensiveness that makes it considerably more difficult to establish the sort of trusting atmosphere in which people can listen and speak to one another honestly and sympathetically" (Gadlin, 3009, p. 27). To set up a group of employees to hear disputes about possible racial discrimination and/or bias may be more tricky than any other sort of conflict.

Given that any workplace, any so-called "dysfunctional family" may have conflicts at one time or another, it is vital for peace and mutual respect among employees that everyone in the workforce is given the knowledge of a specific set-up to handle conflicts. From the very outset, a person handling mediation or resolution has to be a person everyone can respect and trust. This mediator cannot Take sides" except to make sure the conflict does not continue and will not cause serious problems whether to morale or production or services that the company provides to its customers and the public.

It is suggested, therefore that if the company has an HR department, or at least someone handling Human Resources, they must create and distribute guidelines for conflict resolution. Again, given the notion of "Twenty Questions" format, the three most important questions are the ones that need to be addressed and answered more quickly. A mediator or someone in charge of solving conflicts must be available at all times and have the ability and background, not to mention the instincts to help the parties involved to come to an agreement or compromise fair to everyone concerned. The quicker conflicts are resolved, the better this family of employees can work together productively.

References:

Gadlin, H. (2009): " Addressing the Thornier Complexities of

Racial Discrimination Complaints in the Workplace"

Washington: Dispute Resolution Magazine,

Spring 2009 . Vol. 15, Iss. 3; pg. 25 - 29

Herbers, A. (2010): "The fast track: The six most common

Problems with employees..." Shrewsbury: Investment Advisor

Sept. 2010

Mellan, O. (2011): "Resolving conflict: Eight steps to

Workplace harmony: Diane Katz outlines eight steps

To restore harmony to what too often is a dysfunctional

Work family" Shrewsbury, Investment Advisor, Feb, 2011