BUS403: Negotiations and Conflict Management

Introduction

In 2009, Dr. Tony Fiore, a licensed psychologist specializing in personal coaching and anger management, created a video presentation on workplace conflict. Fiore has years of experience counseling people on how to live a fulfilling, conflict-free life. In this article, we summarize Fiore's philosophy on why conflict arises in the workplace and the four steps he outlines for managers to reduce workplace conflict.

Why Does Conflict Arise in the Workplace?

According to Fiore, conflict arises in the workplace for a variety of reasons. We will explore the four reasons why conflict arises in the workplace below.

1. Misinterpretation – One reason conflict occurs might be that a person is misunderstood, and the person's message is misinterpreted. People often hear someone's message but only remember a portion of what a person says, so people end up using their own words and opinions to fill in the rest.
   
   
2. Competition – Employees competing for position advancement and recognition is another source of conflict. It is natural for people to experience conflict if they feel taken for granted or not recognized for their hard work. In addition, conflict can occur when fellow employees compete for a promotion, resulting in some people feeling hurt when they are passed up for the position.
   
   
3. Different values and expectations – Another source of conflict arises when employees have different values and expectations than fellow employees, managers, and leaders. Companies may not have clearly stated goals, leaving the employees feeling confused and unaware of what objectives to meet. On the other hand, employees may have personal values that do not match the company's values, resulting in conflict.
   
   
4. Unrealistic goals and expectations – Employees often have unrealistic goals and expectations of their job responsibilities. These misunderstandings set the foundation for an employee to feel disappointed and discouraged when they are unable to meet these goals. Then, employees become resentful of the company and unmotivated to try again.

Regardless of the specific reason for the conflict, it is prevalent in the workplace. According to Fiore, 24 to 60 percent of a manager's time is spent on conflict management. This statistic reinforces the significance of conflict management in the workplace and emphasizes the need for managers to find practical ways to deal with conflict. To address this need, Fiore outlines four steps for managers to reduce workplace conflict.

Four Ways to Reduce Workplace Conflict

Managers can reduce conflict in the workplace by following these four suggestions.

1. Communicate effectively. Managers should review and analyze how they communicate with others to ensure communication is effective. For instance, managers should assess the types of words they choose when communicating. Do they use I or you statements when describing the problem? By using "I," managers demonstrate their willingness to accept responsibility for their feelings instead of blaming the other person by using "you." This practice enables a person to properly express their feelings and to be more effective at getting their point across to the other person.
   
   Listening effectively is another critical component of communicating effectively as a manager. When managers listen attentively, they allow others to express themselves honestly and openly, often eliminating personal barriers. In return, managers can better understand the other person's perspective, concerns, reservations, and motivations, leading to healthy two-way communication.
   
   In addition, managers who communicate effectively are role models to others. When fellow managers and employees see how well you can communicate, they are inspired to conduct themselves similarly. Your actions teach others effective ways to communicate without promoting conflict.
   
   
2. Establish clear expectations. Without clear expectations and boundaries, conflict and power struggles will frequently occur. People thrive in a well-established environment where boundaries are clearly stated and goals are defined. These parameters allow people to excel within acceptable limits and reduce ambiguity and confusion, which spawns conflict. To minimize conflict, managers should ensure expectations are clearly stated and communicated to fellow workers.
   
   In addition, once expectations are clearly established, managers should hold employees accountable to these standards. It is critical that employees recognize their responsibility to work within these parameters. As a manager, you can remain kind and sympathetic toward employees while holding them accountable to certain standards.
   
   
3. Use emotional intelligence. Emotional intelligence is the process of combining a person's intellectual intelligence with people skills. For example, a manager with a high IQ may be able to perform a task accurately but may not be able to interact with others professionally. Managers who can combine these two skills by using emotional intelligence become better equipped to interact with and motivate employees who have different personality styles. They come across to others as sensitive, caring, and compassionate managers; this perception reduces hostility and conflict with employees.
   
   
4. Set consequences in advance. Managers set and enforce consequences to reduce workplace conflict. Employees have to be held accountable for their actions. They must know what behaviors are acceptable and must be reprimanded for ones that violate set boundaries.
   
   In addition, consequences should be established and communicated well before someone disobeys the standards. Employees should know exactly what would happen if they break the rules. When a manager communicates consequences to employees, it should be done in a calm and non-threatening way to ease contention and conflict.
   
   

Source: Saylor Academy
This work is licensed under a Creative Commons Attribution 3.0 License.