Handling Employee Conflicts

Posted by on October 5, 2009 · Leave a Comment 

By Johnny Duncan

Mark Twain once said, “Always acknowledge a fault frankly. This will throw those in authority off their guard and give you opportunity to commit more.” Too bad more employees do not confess when they are at fault. There is no doubt that most conflicts would resolve themselves if this were the case.

Quarrels between co-workers often begin as work-related issues that spiral into personal and emotional conflicts. If they escalate to long-term disagreements, they can actually damage your company’s culture, employee morale and overall productivity.

Living in the litigious age of employment, many business owners are reluctant to interfere in personal conflicts. However, since employee conflicts rarely involve just two parties and often entangle and polarize others, it is imperative that the business owner take control of the situation immediately.

There are five basic steps a business owner or manager can take to resolve conflicts without getting into trouble. The first step is to acknowledge that the conflict exists. Business owners may sense the tension in the office or shop, but with so many fires to put out, he or she usually hopes that the dispute simply fizzles out.

Secondly, meet with the parties together and have the employees list situations in which they must work together. Then, get agreements on the type of behaviors they will exhibit in order to get their tasks completed.

The third step is to create an issue resolution process for them to use and explain that going behind each other’s back for help will not be tolerated. This fundamental tool for reducing wasted time spent on frivolous conflicts should be incorporated into your employee handbook (several templates are available online). Be sure to give appropriate praise for their participation in the conflict resolution process. This will divert their need for the attention they get as either the “victim” or the “perpetrator.”

Fourth, remind employees to focus on behaviors, not personalities. Many employees understandably will be hesitant to confront their co-workers, especially those with whom they interact frequently. Remind employees to focus on the other person’s behavior and the consequences of that behavior and not on personalities or subjective judgments.

Finally, have an open-door policy-and stick to it. Let employees know that you’re still available to coach them on how to work through specific situations. One way to do this is to schedule follow-up meetings regarding specific problems. Employees need to know that if they try and fail to resolve a conflict, you’re available for follow-up guidance. But be firm in letting employees know that an “open door” does not mean an “open dumping ground.”

Above all else, have a plan in place before conflict arises. Protecting your business begins with creating a culture that values conflict management. Include in your employee handbook action steps regarding conflict resolution and offer an Employee Assistant Program (EAP). Clearly communicate that management must always be notified and involved in certain types of conflicts, especially where there are indications of physical violence, harassment, theft, or illegal substance use.

Filed under Human Resources