Tag: conflict resolution

step-by-step conflict resolution Shannon Cassidy

Step-by-Step Conflict Resolution

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Conflict resolution is a primary human resources function in nearly every organization. While this task is rarely an HR professional’s favorite to tackle, conflict resolution is necessary for a positive work culture, improved productivity, risk management, and limited turnover. The good news (or the bad news) is that the outcome of conflict resolution is largely based on the mediator, who is often the HR professional. The HR professional has a responsibility to conduct a productive, meaningful conversation, keeping both employees on task and producing results that satisfy each party.

Even with the most difficult personalities, conflict resolution doesn’t have to be hard. Following these steps can eliminate the chaos and transform conflict resolution into a calculated science.

Choose a Private, Neutral Setting

Conflict resolution should never be done in front of other employees, clients, or guests. Selecting a private, netural location such as a private meeting room, a human resources office, or a small conference room prevents humiliation and promotes honest conversation.

Always Schedule in Advance

When employees are caught off guard, they tend to show increased defensiveness, anger, and frustration. Always schedule a conflict resolution meeting in advance, and whenever suitable, tell both parties why the meeting has been scheduled. This prevents the defensiveness and other negative responses that come from a surprise attack and allows employees to gather their thoughts in advance.

If numerous employees are having interpersonal issues with the same person, schedule multiple one-on-one meetings.

Define Clear Goals

Once the meeting has started, the HR professional’s first order of business is to define goals for the meeting. Defining goals establishes purpose for the meeting, which is vital for a meaningful encounter. Without established and clear purpose, conflict resolution often evolves into a never-ending merry-go-round of insults and accusations. Some possible goals for a conflict resolution meeting include:

  • To establish a plan for completing a project together despite differences
  • To overcome differences to better provide for our clients, guests, patrons, or patients
  • To complete specific tasks that have been a point of conflict, such as scheduling vacations, defining roles, or making decisions

Overcoming differences between employees ultimately provides a more positive experience for clients, guests, patrons, or patients, so the second goal should be included in nearly every conflict resolution meeting. It draws their attention to the bigger picture and provides clear direction for the meeting.

Give Each Party an Opportunity to Share

Provide each person time to share their viewpoint and concerns, following basic ground rules:

  • Conversation must be respectful at all times
  • Each party speaks in turn only
  • Yelling, swearing, name calling, or any other display of disrespect or aggression will end the meeting immediately and result in discipline.
  • Conversation should stay on task, addressing specific situations that have brought issue and not personal character

Limit this time to 5 minutes each and don’t allow response following statements. One person speaks, the other speaks, and then the meeting moves forward.

Brainstorm Solutions

While most employees who have a tense working relationship will never agree on every point, focusing on solutions can encourage them to look past disagreements to perform to their full potential. Take ample time to discuss solutions, and request ideas for resolution from each party. If either employee is quick to shoot down ideas, request a better suggestion.

Establish a Plan

Establish a clear plan going forward. Which employee will take on which responsibilities and when? All parties should know the plan and their specific role in it when the meeting is concluded.

Conflict resolution doesn’t have to be hard; stick to the steps, remove personal feelings, and work to accomplish defined goals and and stay on task, and conflict resolution will no longer be laden with dread.

Turning Conflict into a Positive for Your Organization

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Employees are people and, let’s face it, where there are people, there’s conflict. Managers and human resources professionals sometimes have a tendency to avoid conflict in hopes that it will resolve on its own. Unfortunately, letting conflict go unaddressed in the workplace can lead to major problems.

Conflicts arise for any number of reasons, including personality clashes, differing opinions about work tasks, questionable organizational structure, opposing values, weak management and poor communication. Whatever the reason, conflict that’s managed well can lead to positive outcomes like better solutions to pressing issues and improved business relationships, notes the Seattle Post-Intelligencer. Managing it poorly — or ignoring it — can be disastrous.

The trouble with avoiding conflict

Conflict that’s left to fester costs businesses big every year in subpar performance, absenteeism, staff turnover, missed deadlines, reduced quality, lost sales and lower customer satisfaction. Employee morale also can go down the drain for the people involved in the conflict and for those forced to work with them.

Managing conflict is critical. Using it to the advantage of your organization is even better. But how?

Create managed debates

Set up regular meetings for questions and formal debate to keep discussion within a professional forum rather than around the water cooler, Entrepreneur magazine advises. Be sure to limit the scope of discussions and have a neutral party who can serve as a moderator to head off rehashing the same issues every week.

Respect all opinions

In your scheduled debate sessions and in impromptu discussions, treat all opinions with respect. You don’t want to give the appearance of favoritism toward certain staff members. Insist that employees also are respectful toward each other — and toward you — in all discussions.

Level the playing field

Managers and HR professionals understand that discussions take on a different tone when the CEO is in the room. As much as possible, drive home the point that everyone is equal in the debate sessions. Don’t let potentially beneficial communication be thwarted by the boundaries of roles and titles.

Keep it professional

Ensure that feedback from management team members is free of negative emotions, personal judgments and labels, as Entrepreneur advises. Discussions overall should be kept focused on business and should stay clear of any personal issues, which are best addressed with HR staff in private. It’s never appropriate to disparage staff or to comment on private relationships or activities.

Focus on solutions

Debate sessions can easily turn into never-ending gripe sessions that rehash the same problems without getting anywhere. Frame discussions from the beginning in terms of finding solutions. If a particular employee raises an issue or points out a problem, does she have thoughts on how it might be solved? Always work toward resolving conflict and generating solutions to problems.

Make it about team-building

Staff members — including senior leadership — are a team, and that point should be reinforced constantly. Everyone should be working toward the common goal of productivity and pleasing customers. If that’s not happening, it’s a problem. Reinforce the idea that despite any personal differences or conflicts, you are all part of the same united team.

Outside your debate sessions, plan some fun activities like potlucks or outings to let people get to know each other as people, as Intuit advises. People who know each other better are more likely to get along, or at least to tolerate each other.

Intervene when necessary

There’s conflict, and then there’s harassment and bullying. It’s critical that managers and HR team members know the difference and step in when necessary. Conflicts in the workplace often stem from personalities that simply don’t mesh well, but issues may be much more serious in some cases. If an employee is being insulted on the basis of gender, religion, ethnicity or other personal factors, it’s time to step in — with input from an employment lawyer.

Turning conflict into a positive for your organization

Conflict exists in every organization. How you handle it can mean the difference in a chaotic, tense workplace and one in which employees work together as a team to solve problems. To use conflict for the better, expect it and set up a process for managing it.

How Hierarchy Takes You from Surviving to Thriving

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chain of command hierarchy leadership

Many leaders believe an effective leader’s subordinates consider them a friend. They feel uncomfortable with hierarchy and/or chain of command and feel everybody in the organization should be treated equally.

While these misconceptions aren’t entirely wrong (your subordinates should believe you respect and appreciate them and everybody in the organization is immensely valuable), when leaders adopt these trains of thoughts, their teams suffer. An established, structured, well communicated, and enforced chain-of-command can eliminate confusion and frustration when it comes to conflict resolution or employee grievances and improve morale and productivity. The word hierarchy may not be well received by leaders or staff, but its effects are positive and necessary for organizational growth.

Some of the benefits you can expect to see when you establish and implement a chain of command include:

  • Improved morale. Employees are more likely to see the direct results of their suggestions or grievances when they have addressed it at the closest level first. Leaders are more apt to follow up with their direct employees regarding their grievance. Employees trust that if their supervisor has failed to respond, they have further options for resolution, which improves morale as well.
  • Decreased legal risk. When policy outlines clear guidance for grievances, employees have an obligation to take the steps recommended to resolve complaints. When the grievance or chain of command policy is followed, the organization has increased opportunity to address issues before they reach a judge.
  • Lower turnover. Employees who see action following an appropriate grievance or suggestion are likely to enjoy their jobs and stay on board longer.
  • Increased productivity. Satisfied employees work hard and feel personally vested in the organization. They look for efficiencies and solutions and are driven by quality results.
  • Lower costs. When your turnover and legal risk decrease and your productivity increases, your bottom line goes up. That should provide the justification you need to get your chain-of-command idea past upper management.

What are the characteristics of an effective chain of command?

  • All employees report directly to somebody who has overall responsibility for their results. Supervisors who are responsible for the results of their team are personally vested in the performance and productivity of their employees, understand the processes, know the staff, and have the authority to address concerns appropriately. They also have several levels above them for support and guidance.
  • Few employees report directly to upper management. Those reporting to upper management have only one option when it comes to grievances. Only the most professional people in the most independent positions in your building should report to the president or CEO.
  • All employees are trained upon implementation and then annually and upon hire regarding the structure of the organization and the grievance process. All supervisors are trained to manage authoritatively – to take personal responsibility for the performance of their team. In order to do so, they must be comfortable directing and correcting their team when necessary (remind them to balance reward and constructive criticism).
  • Everybody must be willing to say, “Have you addressed the right person with these concerns?” before they act on concerns that do not come from their direct subordinates. This enforces chain-of-command and provides maximum opportunity for resolution.

If you choose to establish and implement a chain-of-command, it is vital that your employees understand that it dictates who has the authority to make which decisions and where they should go for help, not who has value within the organization. Employees often view authority as value and poor morale results.

Furthermore, your leaders must own their authority. Weak or inexperienced leaders often feel that they are no more valuable than anyone else and therefore should not delegate or correct. While their value remains equal, their authority makes them different – and this authority is vital in order for the organization to operate as it should. Leaders must feel comfortable correcting their subordinates.

If you are struggling with employee morale, legal risk, poor productivity or attendance, or high turnover and you are not yet utilizing an established chain-of-command, consider moving forward with a chain-of-command policy. The cost is in the time it takes you to establish and the benefits far outweigh the investment.