MANAGING CONFLICT PATHWAY
Managing Conflict
eBook
Contents
2 Understanding conflict
4 How individuals respond to conflict
6 Conflict resolution in action
MANAGING CONFLICT PATHWAY
Managing Conflict
Understanding conflict...
With teamwork comes competition, frustration and differences of opinion. It is vital,
therefore, as a team leader, to know how to recognise the different ways in which people
respond to conflict and how to decide when these different responses are appropriate.
Conflict may occur in team meetings or one-on-one and you need to know how your
facilitation skills can help you to manage and resolve conflict so that the team
and its members remain confident and committed.
Causes...
Conflict can originate from many sources:
• People are operating from their own perspectives rather than for the good of the team.
• A personality clash.
• The 'storm' stage of the growth cycle.
• The team are not focused on their goals.
• There is a lack of trust between team members.
The result of conflict...
Unmanaged conflict will: Managed conflict can:
• Disrupt your team • Highlight problems to be solved
• Damage confidence of individuals • Restore individuals' self esteem
• Distract from the task • Lead to better understanding between individuals
• Strengthen your team's commitment to the task
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Your role in resolving conflict...
Team members who are locked in ongoing conflict, are like drowning victims. Your role, as a
facilitative leader, is like that of a lifeguard. You'll need to watch carefully for signs of distress
and conflict that may not be obvious. The sooner you spot trouble, the sooner you can help.
When team members are struggling with conflict, you have a better chance of rescuing them
if you throw them a lifejacket, rather than jumping in yourself. Keep your emotional distance
and don't get involved or personal. If you jump in, the victims may attack you, which, in turn,
will cause you to become defensive. As a successful facilitator, you'll keep everyone from
getting over their heads.
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How individuals respond to conflict...
Avoidance...
"That isn't the way I see it but I'm not prepared to waste my time or energy arguing
about it." The avoider will opt out of conflict thus not directly continuing conflict but equally
not addressing the problem.
Parking...
"You two obviously have a disagreement to sort out, but let's not take up our time
talking about it in this meeting." Parking puts conflict on hold for the time being but does
nothing towards resolving it.
Collaboration...
"That isn't the way I see it, but let's look at the alternatives and see if there's
anything we've missed." The collaborator is willing to explore all feasible options.
Insistence...
"That isn't the way I see it and I'm not prepared to give way when I have so much more
experience in this area!" Insistence is adopted by those determined to force through their
own ideas.
Accommodation...
"That isn't the way I see it, but if you're so sure you're right we can see how it goes."
Those who accommodate are often genuinely reluctant to give offence.
Compromise...
"Well that isn't the way I see it. I think we need three weeks to get it right - but
if you can hold the client off for one week, I'll push my people to come up with
something in two." The compromiser is prepared to negotiate a half-way position.
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Which strategies should be encouraged or discouraged?
If the issue importance is low, it is okay to allow avoidance, parking or accommodation as the
issue may fade, a cool off period is desirable and the issue is less important than maintaining
harmony and support.
If the issue is of high importance, it is important to encourage collaboration, insistence or
compromise. Collaboration is appropriate when both points of view are valid as the time
spent collaborating will yield a better resolution. Insistence is appropriate when you know
one person is correct and a quick decision is needed. Compromising is appropriate if the
protagonists of the conflict have equal power, the arguments have equal power and/or a
quick decision is needed, even if it is temporary.
HIGH
Issue importance level
Issue importance level
LOW
Understanding perspectives...
To facilitate conflict resolution:
• Understand each person's perspective
• Make it clear that you understand
• Help them to understand each other
• Find out where they agree
• Build on the points of agreement
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Conflict resolution in action...
The right environment for conflict resolution...
Facilitate resolution within the team meeting if:
• The issue is important
• The issue is relevant to the meeting
• The conflict is not fueled by a personality clash
Facilitate a one on one resolution if:
• The issue is a distraction
• You are aware of an ongoing personality clash
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Building conflict resolution...
If conflict requires a separate conflict resolution meeting between the arguing
employees, try following these 6 steps in order to move towards resolution.
1. Conflict
Recognise that conflict is occurring and is preventing team productivity and cohesion.
2. Take responsibility for the problem
Explain to the relevant team members that the conflict which is occurring between them is
a problem that you need to help them solve. Start by asking them what they both see the
problem as. It may help to ask them individually such that both individuals have time to
express their opinion of why conflict is occurring.
3. Focus on the person's behaviour not the person
Next ask the employees to explain to each other, in turn, how the other's behaviour makes
them feel - not them, their behaviour. Don't be afraid to interrupt and correct an employee
if they start veering towards personal attack rather than focusing on specific behaviours.
4. Acknowledge the other person's perspective
After both employees have explained how the other's behaviour makes them feel, ask
them to state the other person's point of view. It might seem silly to you and to them but
doing this ensures that both team members have listened to each other and is a simple
way of asking them to acknowledge the other person's position.
5. Look for common ground
Having heard both employee's points of view, try to find some common ground that they
both agree on such as "you both feel you are getting a lot of criticism but no support".
This will hopefully be followed by agreement and potentially a suggestion as to how the
problem may be solved together.
6. Explore new solutions
Once you have managed to get them talking about solutions
together, facilitate discussion towards a solution and
encourage co-operation between them. If this is successful,
they are now attacking the problem rather than each other,
they can build on common ground and explore more
creative solutions.
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Summary...
Conflict emerges because of: In your role as facilitator:
• Personality clash • Avoid making personal comments or
• Different perspectives engaging in the conflict
• The team's growth cycle • Understand each individual's perspective
• Make sure they know you understand
When facilitating conflict resolution: • Encourage them to take responsibility
• Focus on performance and goals
• Identify whether the individuals are
• Look for agreement and build on it
avoiding conflict, forcing their point of view,
or are willing to collaborate
• Put it on hold if the issue is less important Managed conflict can:
• Highlight problems to be solved
• Strengthen your team's commitment
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NOTES
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Managing Conflict
NOTES
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Managing Conflict
Look out for other titles in the series
Leadership Pathway Performance Management Pathway
• Leadership Styles and Qualities • Why Manage Performance?
• Developing Team Trust and Culture • Setting Performance Expectations
• Setting Goals and Guidelines for High • Communicating Performance Expectations
Performance • Performance Outcomes that Motivate
• Improving Group Dynamics • Monitoring Performance
• Growing Your Team To High Performance • Giving and Receiving Feedback
• Solving Performance Problems
Coaching Pathway • Performance Improvement Strategies
• Leader as Coach • Preparing for a Formal Review
• Coaching Skills • Evaluating Performance
• Using the GROW Model to Coach 1 • Conducting a Performance Review
• Using the GROW Model to Coach 2
Decision Making Pathway
Meetings Pathway • Thinking Creatively
• Preparing to Lead a Meeting • Solving Problems: Definition to Options
• Leading a Meeting • Decision Making: Options to
• Resolving Meeting Challenges Implementation
Managing Conflict Pathway
• Managing Conflict
• Managing Challenging Behaviour Effectively
• Bullying & Harassment
• Discipline & Grievance
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