Conflict resolution in the workplace: 4 ways to deal with it once and for all

How much time do you think you spend managing workplace conflict? In the U.S., employees spend almost three hours involved in disputes every week. That adds up; addressing discord can consume up to 40% of a manager’s time. 

Conflict in the workplace isn't going away anytime soon, yet that doesn’t mean you always have to be deeply involved to identify the solution. There will be instances when it’s best to let employees resolve conflicts on their own. By empowering your team with effective processes, they’ll be able to smooth things over themselves more often, giving you space to spend your time more wisely.  

Step back 

It’s tempting to step in at the initial sign of workplace conflict, but remember to give your team the opportunity to solve it themselves first. When you observe amicable disagreements, monitor and evaluate the situation, but resist the urge to immediately take charge. If these disputes remain civil and don't intensify, they can serve as opportunities for employees to discover shared perspectives or partake in meaningful dialogues.

One client of mine, let's call him John, was overwhelmed. Any conflict or disagreements between teams were immediately escalated to him for resolution. After we discussed this pattern together, it became clear that even though his team members were experienced VPs and SVPs, they felt they had little power to negotiate or speak for the team without his explicit approval. 

Through our work together, he began to partner with his team to create agreements about the situations that would be most efficiently addressed by the team and when things should be escalated to him. This created two benefits: 

1) The team felt empowered to solve issues, making them more engaged

2) John was able to focus his energies where he could make a greater impact (vs. solving what his team could solve with adequate support)

Empowering your employees to work together to resolve conflict can help everyone involved. Take a page from John’s book, and support your team taking the lead when it comes to defining the severity of a conflict. 

But don’t wait too long

While some conflicts arise unexpectedly, many develop over a period of time. When differences do pop up, most people let it simmer. Over time, that simmer can become a boil, and before you know it, a situation is boiling over. It’s your responsibility to gauge where your team is, and constantly evaluate how the resolution is going. Every conflict is different, so as you’re monitoring the situation, keep an eye out for these signs of escalation:

• Burnout: it’s a widespread problem; more than 40% of people with desk jobs feel burned out at work, and workplace conflict plays a major role. Look out for workers who constantly call in sick or often talk about how overwhelmed they are with work demands. Talk to them – and really listen – to find the root of the issue. 

• Avoidance: when team members are reticent to work with each other, can’t make a decision, or put off getting things done, it’s a sign of conflict avoidance. Respectful disagreement is often a good thing, but growth can’t happen if you or your team run away when tensions are high. When this happens, you’ll need to intervene to demonstrate how to enact healthy, productive ways of resolving workplace conflict. 

• Complaints: this is the most obvious sign of conflict, but it’s often one of the last you’ll see. If you’re getting more complaints from your team than usual, it’s time to investigate. Well-timed, constructive feedback can help mitigate disagreements before they escalate. 

When these signs pop up, the situation may require a mediator. Trust your gut on how to handle workplace conflicts. If you do choose to step in, it doesn’t change what has to happen next.

Getting to the root of it 

Sometimes the cause of a disagreement is clear, but it’s frequently built on something a little more murky. For example, if an argument springs up on a shared project because one half of a pair doesn’t like the way the other goes about their work, there are myriad potential causes. Is the issue interpersonal, like generational differences, competing personality types, or differing work styles? Or is it something more logistical, like a lack of resources or a remote work communication breakdown? 

Emphasize to your people how important it is to dig deeper. The bulk of conflicts in the workplace  stem from a few root causes (shown in the graphic below), so consider those first. Taking the time now to identify the real cause of friction is much more effective than putting a band-aid on the dispute. 

Focus on constructive problem-solving

Once those in conflict have identified what’s really going on, the real resolution can begin. But it’s about more than apologizing. To mend fences and avoid future disputes, all parties involved need to be active, committed participants in solving the issue. Constructive problem-solving means that intentional time is spent searching for solutions. Imagine those involved have identified communication issues as the root of their disagreement. In a constructive scenario, both parties acknowledge their part in the dispute, and then would agree on how and when they will communicate for future collaborations. 
 

“Leaders do not avoid, repress or deny conflict, but rather see it as an opportunity.” - Warren G. Bennis

By encouraging your team to face these issues head-on and providing them with the tools to do so, you’ll create a more empowered and engaged workforce