Managing Conflicts Effectively: Best Practices for Employee Relations

 

Conflict within any organization is inevitable, but learning how to manage it is key to a healthy workplace. Unresolved conflict leads to lower productivity, low morale, and high turnover rates, whereas managed conflict may lead to better collaboration, trust, and innovation (De Dreu & Weingart, 2003). In employee relations, much of the constructive conflict does fall in the domain of leaders to implement practices that address the issue constructively. This blog will show the best practices concerning conflict management to improve employee relations and ensure a harmonious work environment.

First and foremost, in the process of effectively managing conflict, early identification of problems and efforts at resolution need to be initiated. Research has identified the fact that early intervention acts to avert escalated conflict, reduces tension among colleagues in the workplace, and minimizes negative effects upon team dynamics (Jehn & Mannix, 2001). Leaders can enable early resolution by creating open lines of communication in which employees feel comfortable voicing issues. Regular check-ins, feedback sessions, and an open-door policy allow issues to be expressed when they are smaller rather than full-blown conflicts. The leader may also use early intervention to prevent misunderstandings from growing into larger disputes.

Encouragement of open communications is also critical in conflict management. When the staff members feel understood, they are most likely to find commonalities that could provide amicable solutions (Rogers & Farson, 1976). Active listening and empathy are a few of the communication skills that the leader should try to inculcate among managers and employees. According to the study of Sias and Jablin (1995), wherever open communications between employees and management take place, there will be less chance of conflicts arising or intensifying because trust is established between them. The various training conducted by a leader can develop these aforementioned skills for better conflict resolution amongst employees by respecting each other's opinions and trying to find a solution in a healthy manner.

Having clear policies on conflict resolution, along with open communications, is paramount and absolutely essential for successfully handling employee relationships. By giving a structured means of conflict resolution, an organization ensures fairness to all parties concerned and consistency in the resolution of conflicts. Formal procedures for conflict resolution, like mediation and arbitration, provide a neutral forum for resolving disputes whereby both parties can present their views in a regulated environment (Lipsky, Seeber & Fincher, 2003). Such policies should be made available by the leaders and communicated from time to time to make the employees aware that such resources do exist.

A collaborative culture can also be built, wherein conflict would be reduced and employee relationships would be improved. An organization's declared focus on teamwork creates the possibility for staff to work together on shared objectives and looks at conflicts as opportunities for growth, not barriers (Deutsch, 1973). Studies also reveal that collaborative contexts of work yield superior outcomes for conflicts as employees value their counterparts and display solidarity to benefit mutually (Tjosvold, 1998). Leaders can facilitate this process through team-builders, setting group goals, and recognizing and rewarding team-building efforts, which may be instrumental in building a culture where conflict is managed as a team.

Similarly, much-needed emphasis by the leaders is required in conflict resolution training for managers since managers are the first line of response in most instances of conflict. A manager's ability to handle conflict impacts directly on morale and productivity of the teams. According to Rahim (2002), managers who receive conflict resolution strategies such as compromise, collaboration, and constructive confrontation are more professionally effective in the workplace in the resolution of disputes. HR departments may provide workshops and resources that help managers understand the different types of conflicts and adopt appropriate strategies that ensure conflicts are handled professionally and equitably.

Finally, emotional intelligence (EI) developed in an organization can promote effective conflict resolution. Individuals with a higher degree of emotional intelligence know how to handle and respond constructively towards conflict. EI training allows employees to develop a greater awareness of their own feelings and to manage those feelings, which is important in avoiding hot arguments and improving understanding (Goleman, 1998). Research evidence indicates that employees who have a higher EI experience less conflict and are better placed when conflict does arise. Jordan & Troth (2004), equally observe that employees with high EI result in less conflict than those with low EI. The inclusion of programs aimed at developing EI thus assists the leader in equipping the employees with ways of managing disputes in a manner typified by empathy and respect.

In a nutshell, effective conflict management is one of the unavoidable aspects of sustaining positive employee relations and a productive work environment. Early intervention, open communication, well-defined policies, collaboration, managerial training, and the development of emotional intelligence help leaders build a workplace that deals constructively with conflicts. Such best practices lead to improvement not just in employee satisfaction and trust but also in the overall resilience of the organization. By paying attention to effective conflict management, leaders in HR can build a harmonious workplace that spurs growth and innovation and sets the course for long-term success.

References:

De Dreu, C.K. & Weingart, L.R., 2003. Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), pp.741-749.

Deutsch, M., 1973. The resolution of conflict: Constructive and destructive processes. Yale University Press.

Goleman, D., 1998. What makes a leader? Harvard Business Review, 76(6), pp.93-102.

Jehn, K.A. & Mannix, E.A., 2001. The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), pp.238-251.

Jordan, P.J. & Troth, A.C., 2004. Managing emotions during team problem solving: Emotional intelligence and conflict resolution. Human Performance, 17(2), pp.195-218.

Lipsky, D.B., Seeber, R.L. & Fincher, R.D., 2003. Emerging Systems for Managing Workplace Conflict. San Francisco, CA: Jossey-Bass.

Rahim, M.A., 2002. Toward a theory of managing organizational conflict. The International Journal of Conflict Management, 13(3), pp.206-235.

Rogers, C.R. & Farson, R.E., 1976. Active listening. Organizational Psychology: A Book of Readings, 2, pp.257-264.

Sias, P.M. & Jablin, F.M., 1995. Differential superior-subordinate relations, perceptions of fairness, and coworker communication. Human Communication Research, 22(1), pp.5-38.

Tjosvold, D., 1998. Cooperative and competitive goal approach to conflict: Accomplishments and challenges. Applied Psychology, 47(3), pp.285-313.