| Do you have employees that are out and out | | | | compromise.3. Give each person an opportunity to |
| fighting with each other at work? Yelling, | | | | tell their story, from their perspective. Remind the |
| screaming, not getting along or perhaps has | | | | other people involved that we are each listening, |
| difficult relationships with their supervisor?Conflicts | | | | listening to each person's perspective. This is a |
| in the workplace happen frequently and the fallout | | | | key.4. Paraphrase the stories of each person. This |
| can be costly to the employer and the employee. | | | | ensures that each story has been understood. |
| Developing the skills to resolve conflicts that arise | | | | Using phrases such as "What I am hearing you |
| can save your company significant money. First | | | | say is.... Is that right?"5. After everyone has had |
| let's look at the costs:1. Decreased productivity | | | | an opportunity to tell their story, brainstorm |
| due to the emotions involved in interpersonal | | | | possible solutions. Again, this isn't a time to judge. |
| conflict.2. time lost from work by employees3. | | | | Whenever you are brainstorming you want all the |
| time lost from work by managers involved in the | | | | ideas, good or bad, or out in left field. One of |
| conflict4. recruitment and training of new | | | | them might be the idea that helps someone come |
| employees5. decreased productivity by other | | | | up with the BEST solution.6. Identify the solutions |
| staff due to tension/stress and the overall work | | | | that work for each party. Ifs important that the |
| environmentThe root of many conflicts is | | | | solution is agreeable to each party and the |
| communication: either unclear communication, | | | | company. In order for the agreed upon solution to |
| resulting in misunderstandings. One strategy to | | | | work and be successful, you need buy in.7. Agree |
| address rising incidents of conflict is | | | | to do the solution. The last step is the key to |
| communication training. Teaching people how to | | | | moving forward.Some common pitfalls:Don't take |
| listen and how to talk clearly can prevent and | | | | sides. As the manager your interest is the |
| decrease conflicts. Communication is such a | | | | company, the resolution of the conflict and each |
| challenge. So often, we feel we have been really | | | | employee.Don't mandate a solution; you want the |
| clear, only to find out that the other person really | | | | staff invested in the solution.What do you do if |
| misunderstood us. Being a clear communicator | | | | staffs refuse to participate in conflict |
| takes commitment. You need to be able to talk in | | | | resolution?Offering staffs the opportunity to |
| a neutral sort of way, eliminating inflammatory | | | | resolve conflict is a much better option than being |
| emotions. Speak from the heart and listen from | | | | disciplined, having supervisor mandated solutions or |
| the heart are good basic guidelines. Beyond the | | | | taking no action at all. When staffs refuse to |
| basics, are to listen deeply to what the other | | | | cooperate or participate, its time to talk with |
| person is saying and then to check-in with them. | | | | them about your company policies, their personal |
| Ask them: "is this what you are saying?" It lets | | | | responsibility for their behavior and actions and |
| the person you are talking with know what you | | | | your responsibility as the owner or manager to |
| have understood and gives them the opportunity | | | | take actions based on their behavior. The intent |
| to clarify or correct misunderstandings.What do | | | | of this type of conversation isn't to threaten |
| you do when the conflicts have escalated? | | | | disciplinary action, but to talk about the reality of |
| Resolving conflicts are good for everyone | | | | the situation and the need to resolve it. Each |
| involved, but sometimes it's hard to see that in | | | | individual makes choices, as supervisors our |
| the moment for the people directly in conflict. As | | | | actions are based upon the behaviors and actions |
| mentioned earlier, conflict is costly. Sometimes as | | | | of the employee. As the supervisor you are |
| the owner, or manager we forget that there is a | | | | encouraging good choice making, but the reality is |
| great cost to us but also to the employee. | | | | that some people will make a poor choice and |
| Changing jobs due to a conflict means a great | | | | choose to continue to act in ways that are not |
| deal of change for an employee. They might not | | | | acceptable in your workplace.In these situations |
| be able to get the same level of pay; benefits; | | | | you must then follow your organizations policies |
| shifts, etc that they are accustomed to. The | | | | as outlined for your employees in the employee |
| impact to the employee and their family can be | | | | handbook. Resolving the conflict and creating a |
| high.As the leader you can set-up an effective | | | | good work environment for everyone is my first |
| environment to resolve the dispute by following | | | | choice as the manager/supervisor/owner.Conflicts |
| some simple steps and laying out a couple of | | | | in the workplace can be successfully resolved, by |
| guidelines.First, spend time talking with each | | | | listening. Giving each person space to tell their |
| person involved. Let them know that your belief is | | | | story validates them and communicates to them |
| that developing a shared solution is important to | | | | their value to you and the organization. Using the |
| each person and that you value each of the | | | | simple process outlined keeps you moving in a |
| employees involved. During the individual meetings | | | | positive direction.Written by: Donna Price, |
| you can begin to gather information about what | | | | President and Founder of Compass Rose |
| they see as the possible solutions. Let the | | | | Consulting, LLC. Donna provides business coaching |
| employees know that your intent is to meet with | | | | to small business owners, business leaders, and |
| each of them and then with them together, to | | | | work teams. Her experience as a senior level |
| talk about their perspective and possible solutions | | | | manager for 18 years and extensive experience |
| to the conflict.Use a simple & effective process:1. | | | | working with people to achieve their goals. Donna |
| Create a safe space for involved parties to talk. | | | | is the creator of the Business Builders Intensive, a |
| (private, neutral)2. Set out the guidelines:Only one | | | | comprehensive tele-series focused on building your |
| person talks at a timeNo interruptions, defending | | | | business. Her innovative coaching and other |
| or justifyingCome in with an open mind, open to | | | | programs are great opportunities for business |
| the possible solutions and be willing to | | | | owners seeking to improve their business results. |