Level 1: EMPLOYERS' BASIC CONFLICT RESOLUTION STRATEGY

As an employer you do not really feel the financial effects of conflict until it reaches Level 3 or higher.  Unfortunately, by the time it gets to that level, it rises exponentially! Using the credo 'an ounce of prevention is better than a pound of cure', the smart employer proactively tackle conflict by following the steps below.

Step 1: We have already explored the causes of conflict in prior posts

Step 2: Our review of the Workplace Conflict Scale extensively outlined the positive correlation between the escalation conflict and the loss in time and money for the employer.

Step 3: Here you will find information on the Types of Conflict Generally Found In The Workplace and also a step by step guide for you to identify the types of conflict specifically found in your workplace.

Step 4: There are two parts to this step: first you get information on how to diffuse existing conflicts; and second, how to begin to create a culture of zen in the workplace.

Step 5: The internet is vast and there is an inordinate amount of information available to those who have the time to look.  Here at Zen Workplace we presume that your primary focus will be on running your business. As such, we try to keep the content we provide to you as concise as possible.  And, we present it in a visual manner so that you can easily decide if the information disseminated is of interest to you.

Step 6: At Zen Workplace, we provide the content you need to educate your staff free of charge.  We also provide a blog roll of other websites that we believe will be of interest to you.  If you need additional information from us with respect to education and training, please feel free to contact us at anytime and we will quickly respond to you.

~Here is to Zen in the Workplace!

Level 1 - EMPLOYER: Basic Techniques for Handling Existing Conflict

Before you are able to properly implement a culture of zen in your workplace, you may be faced with current and ongoing conflicts.  One of the most basic techniques you can ask your employees (especially your managers and supervisors) to utilize is 'Active Listening'.


 Active Listening

This approach help employees show more understanding and empathy attitude toward each other. This enhanced communication will also serve to dampen any escalation of conflict. As a bonus, learning active listening is not particularly difficult.  Employees just need to start paying attention to the feelings of their colleagues. 

As such, when listening to their co-worker discuss their views on a particular conflict, employees should try to pinpoint what exactly is it that is driving their colleague's feelings of dissatisfaction.  Once that occurs, the employee should then attempt to restate the issues and feelings their co-worker was trying to convey.  It is important to use non-confrontational words when doing this.  Finally, the employee should check in with the co-worker to see if they have correctly gleaned his/her viewpoint.  This active listening will then be reciprocated to the employee by the co-worker.


Whether there is eventual agreement, engaging in active listening allows employees to show each other that least made the attempt at understanding their colleagues perspectives was made. That, in and of itself, is a good thing.

Conflict De-escalation

Next employers have to learn to get your employees in the habit of quickly bringing level 1 issues out in the open for resolution before they are allowed to escalate. This will allow managers and supervisors, in the face of a task conflict, quickly pinpoint the task issue(s) that are the source of the workplace unrest. The the next step, of course, is to get the parties together at the table to help them  brainstorm possible solutions that will work for them both. 

The common view in the business world is that personal clashes in the workplace are “unwinnable.” This is because there is “no substantive, identifiable, or meaningful issue to be resolved.” The only solutions offered in these situations are to either “put aside their personal conflict for the good of the team” or “to transfer one or both, or even separate them from the company.” This reasoning explains why 85% of all terminations are due to this type of dispute.

However, the entire Zen Workplaces site is dedicated to showing you that personal clashes are indeed winnable. Along with enhancing your managers' basic conflict resolution skill-set, simply point your employees to some of the techniques on this site that give them step by step instruction of how to react appropriately in the face of conflict. 

The goal here is to get your employees in the habit of diffusing conflict as before it takes root. As they say, “an ounce of prevention is worth more than a pound of cure”.

~Here is to Zen in the Workplace!

Level 1 EMPLOYER: Identifying The Types of Conflict Occurring Specifically In Your Workplace

Now that you understand the types of conflicts that generally occur at the workplace, how to identify the types of conflicts that are occurring in your specific organization?  Taking the time to do this is necessary if you want to solve the problem by utilizing the appropriate conflict resolution techniques. So, how do you do this?


Though it will not be difficult, it will require some time and effort to compile the information needed to get a clear picture of 'conflict health'. It is similar to putting together a balance sheet for your financials. The steps are as follows:

1. Use your data gathering skills to try to figure out whether or not most of the conflict in your organization is based on task or personal disputes.

1. Gather data by having as many managers and employees fill out the workplace conflict questionnaire.
2. If you have a system of keeping track of informal disputes within your organization, try to answer the following questions:
• Are the most common disputes very emotional or not?
• What characteristics do people who most often find themselves in conflict have in common?
• How frequently do disputes and complaints occur?
• Has there always been the same amount and frequency of disputes and complaints in your workplace?
• If not, since when did the frequency start to rise or drop?
• Do you foresee regulatory, organizational, or legal changes that will affect the frequency of disputes?
• What is your view on the cause of conflict?

Though it is important for you to get an overview of the disputes that commonly occur in your organization, you still have to mindful of dealing with the workplace conflict issues that you are currently facing. Use your observational skills to find out what is really the driving force behind the dispute.  

·         Are the emotional reactions of the participants on par with the seriousness of the situation?

·         Do both parties want to win only at the other’s expense? 

·         Are the participants displaying a lack of trust or respect for each other? 

Answering the above three questions in the affirmative is usually a clear sign that you are dealing with a personal dispute instead of a task conflict.


Once you figure out the types of conflicts your organization is dealing with, it is time to look at the types of solutions you have at your disposal. At Zen Workplace we are committed to providing you with as many tools as possible for this.  So let's start with the most basic conflict diffusion techniques. As a bonus, they are also easy to implement.


~Here is to Zen In The Workplace!

The TYPES OF CONFLICT Generally Found In The Workplace

Though they may be divided into different sub-groups, the types of conflict generally found in the workplace are basically: 'Task Conflicts' and 'Personal Conflicts'. 

Task Conflicts


Task conflicts are based on substantive workplace issues.  These include: interdependence disputes, differences in style disputes and leadership disputes. 

• Interdependence Disputes are those wherein one employee has to rely on his/her colleagues cooperating to get the job done.

• Differences in Style Disputes are those involving employees who have different ways of approaching the completion of a task.

• Leadership Style Disputes are those caused by the different managerial style of different managers and supervisors within the organization.

As individuals, employees not only have different backgrounds, values and beliefs, they also have different approaches to how they do things.  As such task conflicts will always be present in the workplace.  Though they may seem to be a cause for great concern on the surface, the innovative solutions gained from resolving task conflicts can sometimes lead to a more efficient and positive workplace.

Personal Conflicts

Did you know that personal conflicts, account for 85% of all employment terminations in the U.S.? That is a daunting statistic. As you have also seen before differences in educational backgrounds, ethnic heritage, gender, political preferences, can, in and of themselves, serve as the cause of conflict.


Not only that, each characteristics can also color an employee's perception of existing conflict. As such, the employee's view of the motives and character of the colleagues with whom he/she is in dispute will be distorted to the point where he/she automatically views all the actions of the other as problematic regardless of whether or not this is objectively true. These personality clashes are commonly dismissed as simply 'office politics' or 'bad chemistry'. However, if they are allowed to continue unchecked, you have already seen how they can usually escalate into so much more.

As an employer, there is no reason to fear what you cannot eliminate. Task and Personal Conflicts will naturally occur in the workplace. Basic training along with simple, common sense techniques are all that is needed to achieve workplace harmony. 


~Here is to Zen In The Workplace!

EFFECTIVE COMMUNICATION FOR CONFLICT RESOLUTION

After taking the time to think through the conflict and identify our own hot buttons, it is now time to directly engage the other party to the conflict.  Going into a personal meeting may seem daunting given the hostility but it becomes more manageable if you go into it with a proper framework for the discussion.

This framework can be thought of as “ground rules” for the meeting. Though he/she doesn't have to agree, you may ask the other party to try to assent to them before you get started. These ground rules could include such things as:

• Being respectful to all parties (regardless of personal feelings).
• Giving the each party the appropriate time to fully express himself without interruption.
• Taking the time to actually listen to what the other parties are saying (instead of focusing on our own responses to their statements).
• Putting the focus on a “give and take” resolution that is win-win for all the parties.
• Try to avoid judgmental statements that put people in a defensive position.

With that framework in mind, it’s time to focus on the actual conversation.  In so doing you should try not to be too tied to your personal viewpoints, but be flexible enough to views from all perspectives. You should also ensure that the primary focus should be on peacefully resolving the dispute.  To make sure these things occur:

• Divide the conflict into separate issues and deal with one issue at a time during the discussion.
• Try to focus on areas of common agreement.
• Instead of personally focusing on the other party in the dispute, put the emphasis on both of you working together to resolve the issues at hand.  E.g. “Use an ‘I statement’ to objectify the conflict, as in, ‘I think we have different ideas about the best way to drive to work. I understand that you really think it’s faster to go this way.’  Then ask for feedback: ‘Am I hearing you correctly?’”
• Be willing to apologize for any potential offenses to the other party.
• If you are wrong about something, you must be willing to admit it.

Given the investment of time and effort involved in resolving conflict, you probably are yourself, ”Is it worth it?” In a workplace environment, you have to view conflict resolution as an investment in the future.  Though it may be a hassle in the short term, clearing the air will pay dividends in the long-term because you will be able to avoid the increased emotional costs of long-term conflict.

Also, understand that not all conflicts are going to be resolved using the techniques described above. As such, learn to manage your stress levels by choosing the battles you engage in.  If an issue is not worth the investment in time and effort described above, simply walk away.  Sometimes you may follow the procedures discussed above to the letter and still have no resolution. When that happens, again, walk away.  In both instances, however, you should take the time to agree to disagree with the other parties to the conflict before moving on with your life.

KNOWING AND MANAGING YOUR HOT BUTTONS

To prepare yourself to properly deal with conflict, you must take the time to understand your own “hot buttons” i.e., the things that you perceive to be threats against how you want to be viewed in this world.  These hot buttons are important because they tend to trigger a set of automatic emotional responses whenever we face conflict.  Most common hot buttons have to deal with competence, inclusion, autonomy, status, reliability, and morality. Once we are triggered, “our brain may experience what’s called a “neural hijacking.” The brain perceives a threat, proclaims an emergency and moves into action. This hijacking occurs so quickly that the conscious, thinking portion of the brain does not yet fully comprehend what’s happening.”

As such, you must take the time to have a full and complete understanding of your hot buttons before you make any attempt to deal with the other parties in the conflict. As you saw in our post about thinking through ourresponse to conflict, you need to have our thoughts and emotions under control so that we may have a clear understanding of the actual facts surrounding the dispute. This allows you to operate on 'reality-based' dimension of the conflict.  If, however, you allow our hot buttons to trigger an instinctive emotional response, then you will make false assumptions, lash out or close down, etc. all because we will be responding to 'felt conflict'.  

 To get started on finding out and managing your hot buttons, follow the next steps:

1. Make a list of your own personal hot buttons.  These are different for everyone. (A list of common hot buttons listed below).
2. Make note of how your body responds when one of your hot buttons are triggered.  Do you clench your teeth, cry, sweat, get flushed, contract your stomach?  It is not the easiest thing to do but try to pay attention to these responses in your body.
3. Once you feel the body's response that signals a hot button has been triggered, ask for a rain check with the other party and end the conversation until you have regained control of your emotional state.
4. After you have calmed down, ask yourself the following questions, “Am I being too sensitive? Am I seeing slights where none exists?” If the answer is yes, then that, in and of itself, could be the end of the conflict. I, however, the answer is no, then try to write down, in clear terms, what you believe to be the cause of the conflict.
5. Only after you have completed step 4 should you continue to pursue the other conflict resolution steps.

Find Your Hot Buttons From The List Below:

Rejection

Humiliation

Judgment

Feeling Unimportant

Disconnection

Abandonment

Loneliness

Feeling Ignored

Failure

Neglect

Powerlessness

Condemnation

Being misunderstood

Feeling Unwanted

Being scorned

Danger

Being invalidated

Feeling Disliked

Feeling defective

Mistrust

Inferiority

Feeling Devalued

Worthlessness

Unhappiness

As you can imagine, this process is emotionally draining. Not to mention the fact that it takes diligence to engage in continuous self-awareness and self-control. However, success will not only help you in the workplace, it will also prove effective against conflict at home and in other areas of your life.

Sources:

http://lenski.com/conflictzen/what-are-your-conflict-triggers/

http://lenski.com/conflictzen/managing-your-hot-buttons

THINK BEFORE YOU RESPOND TO CONFLICT

Oftentimes, conflict seems to strike us right out of the blue.  Because of this, we tend to give in to our first instincts.  For some the default response is to "fight"; these people become extremely agitated. These individuals lash out at those they perceive to be the bringers of conflict without a care for the consequences of their instinctive actions.  For others, the response is “flight” – i.e. they simply try run away from and try to ignore the conflict altogether. They hope that, their refusal to engage in the conflict, will result in it going away altogether without any further effort on their part. 

Unfortunately, in the workplace, giving in to either default response is rarely effective. This is because conflict operates on two dimensions: one based because on logical and actual facts about the conflict (i.e. reality-based conflict); and the other, based on feelings of threat, fear, hurt, etc. each party associates with the conflict (i.e. felt conflict).  Usually, your initial response of 'fight' or 'flight' is based on 'felt conflict' that is why you must try not to give in to it. In a closed environment like the workplace, where we are forced to work together on continually, this is highly ineffective. 

To find solutions that will actually resolve the conflict, you must seek to operate on the 'reality-based conflict' dimension. As such, it is imperative that you take the time to think before you respond. Doing this will give you the chance to look at your own possible contributions to the conflict; and what may be motivating the other party to engage in this conflict in the first place.

To get this process started, you will need to tackle 'felt conflict' straight on. Take the time to understand the role your own emotions and past experiences may be distorting the facts in a manner that actually escalate conflict in your mind. When this occurs, you make assumptions based on incorrect or incomplete information. To take control over own emotions and thoughts you will first have to discern and manage your 'hot buttons'.

Next you must examine how your actions in the workplace may have unknowingly contributed to the conflict. Sometimes individuals are unaware of how they are presenting themselves to their colleagues.  People respond to both verbal and non-verbal communication.  So, you must be careful about even, “the smallest movement of the eye, positioning of the ears, body positioning and proximity.” The impacts of these actions and even your slightest verbal utterances can be great.  Thus, it is important for you to take the time to put together a communication strategy before you even attempt to directly engage the other person in conflict resolution.

Once you have our own emotions and actions in line, it is time to think about what might be motivating the other party or parties to the dispute. We have already discussed at length some of the inherent differences that may lead to conflict in the workplace. To resolve this conflict, you must try to put ourselves in the shoes of the other parties. Try to understand the conflict from their perspective.  Even try to discern if they may be operating on mistaken assumptions. Finally, try to figure out what might motivate them to work with you to resolve the dispute. 

So, is now clear to us that when conflict strikes you have two options based on how you allow your thoughts to travel: first, you may instinctively lash out at or run away from the other parties to the dispute and deal with the consequences later; or second, you may deliberately think through the issue and rationally choose a path that leads to the end of the conflict.  The first option is easy, the second requires diligence.  But peace of mind is worth the effort.

SOURCES:

http://www.mediate.com/articles/ScottVbl20110613.cfm

http://www.mediate.com/articles/JohnsonC2.cfm

http://blog.kimberlyalyn.com/2011/02/24/dealing-with--conflict-mentally.aspx