Conflict Resolution in the Workplace

Conflict in the workplace is inevitable. No matter how large or small an organization is or how well employees get along with each other and management, individuals have a unique narrative with views that sooner or later will clash with the views of others. When conflicts occur they can often be resolved effectively and amicably between the parties affected; however, when a conflict escalates it may be necessary to involve management to address the problem. Such is the case with the following scenario;

You are a department manager in a mid-sized company that provides technology support services.  You have ten employees who are required to maintain a high level of technical expertise and deliver excellent customer service.  One of your employees, who has been with the company for two years, is performing at a substandard level and you have received numerous complaints from customers and coworkers.  In addition, this employee has displayed confrontational behavior which has created a hostile environment.  You must now meet with this employee and deliver an ultimatum regarding the need for immediate improvement or dismissal (Ashford COM 480, 2013).

From the description, it appears that the employee in question was at one time performing at acceptable levels, since new employees generally have a probationary period after being hired. The information also suggests that the individual was approached about his behavior, since he was reported to be confrontational. As a department manager you are responsible for the productivity and morale of your whole team. The goal is to resolve the problem as painlessly as possible for everyone involved. While you must be willing to do the hard thing and fire someone if necessary, it is not always the first or best choice. Therefore, the first thing to do is evaluate the situation based on all the evidence presented and decide beforehand what you want the end result to be.

Ideally, you want the person to be able to “save face.” That is, give him the benefit of the doubt and allow for the possibility that there are extenuating circumstances driving the individual’s poor performance. Confront the person in private, not in front of his co-workers. Begin the conversation in much the same way you would if you were delivering bad news in writing; “In establishing tone, strive for firmness, fairness, and good will” (Roebuck, 2010, p. 88). Begin with a positive observation if possible or applicable, state the facts as clearly without accusation, ask for feedback, listen graciously, and be solution-oriented.

Cahn and Abigail (2011, pp. 299-300) list 18 principles of conflict management, some of which are included below. An effective conflict manager is one who;

• Does not view conflict negatively, but rather sees opportunities for personal and relationship growth in conflict situations.
• Recognizes the role of choice in conflict situations.
• Knows how to appropriately confront others.
• Employs the S-TLC system.
• Knows how to effectively word an “I-statement.”
• Avoids letting stress and anger gain control over his or her communication behavior in conflict situations.
• Knows the role of positive face, autonomous face, and saving face in conflict.
• Knows how to formulate a mutually satisfactory agreement.

Based on the complaints by other workers and by customers, you can anticipate the under-performing employee to become defensive. It is important to create an atmosphere where the person can feel comfortable discussing his problem behavior. You might say something like this:

“You’ve always been one of our top performers in the past and I’ve appreciated how I could always rely on you for giving great customer service. I’ve noticed over the last three months that your job performance has suffered. In fact, it’s been brought to my attention that customers and some team members feel you've been somewhat confrontational. What’s going on? Can you tell me about it?”

At this point, continue with the S-TLC technique, which is to Stop, Think, Listen, and Communicate. Hopefully, you already used the stop and think portion before calling the employee into your office. Before reacting or overreacting to complaints about the individual, you took the time to investigate the matter, obtain the facts, and evaluate the situation as objectively as possible, maybe even seeking outside advice. Now that you have engaged the individual in discussion, it is time to listen with genuine concern for him.

At first he might be defensive. He may or may not even recognize his behavior as a problem. He may try to blame circumstances, co-workers, or even customers, and react as though he is a victim or is misunderstood. If communication has been open and positive in the past, there is a chance he might be conciliatory and upfront, revealing some aspects of his personal life such as financial, marital, or health issues he is dealing with. If this is the case, be empathetic;

“I’m sorry to hear you’re going through a divorce. I can’t even imagine how hard that must be. I’m really in a difficult position. I want to do whatever I can to make work less stressful while you’re dealing with the situation at home, but I need to have you meeting the minimum expectations of your job. Can you help me think of some ways we can get you back on top of your game? Would it help if for the next month you took care of email customer support rather than phone support?”

What if the employee does not accept responsibility for his poor performance or insists he is doing his job well? A more direct approach might be necessary. While maintaining a caring and cooperative attitude, remind the employee of job performance standards, express your confidence in his ability to achieve those levels, reiterate your expectation that he will treat customers and co-workers with dignity and respect, and let him know what the consequences will be if things do not improve. End by once again expressing your confidence in him and your hope for resolution.

Conflicts are a natural part of the human experience and cannot always be avoided. In some instances it is best to bring the conflict out in the open and address it head-on. If you can regard conflict as having the potential for greater personal growth and a deeper understanding of other people, it will help you become a better communicator and have a positive impact on all your relationships.

References

Cahn, D., Abigail, R. (2011). Managing conflict through communication. Ashford University, 4th edition, Peasrson Education, Inc.: New Jersey.

Roebuck, D. (2010). Improving communication skills. Ashford University, 4th edition, Pearson Education, Inc.: New Jersey.