Workplace Conflict: 5 Tips to Get Ahead of a Collision Course

HR leaders beware: Workplace conflict is on the rise – and leaders will need to help employees regain harmony.

More than 35% of employees say they deal with conflict often, very often, or all the time at work, according to the Myers Briggs Company Conflict at Work report.

More insight on workplace conflict:

• Poor communication is the No. 1 cause of it
• Nearly 1 in 4 people think their managers handle conflict poorly or very poorly.
• The more time that an individual spent dealing with conflict at work, the lower their job satisfaction and the less included they felt.

“Managers spend over 4 hours a week dealing with conflict on average,” says John Hackston, Head of Thought Leadership at The Myers-Briggs Company. “This research sheds light on how people in the workplace see conflict and shows how individuals can use knowledge of their own conflict-handling style and personality type to navigate conflict more effectively.”

Sources of Workplace Conflict

The sources for conflict abound. Employees have issues with their employers, colleagues and bosses. Some aren’t happy about their working conditions. Some people will have differing views on the company’s policies. And many employees forget proper workplace etiquette.

“Don’t wait until a problem arises to help supervisors and managers learn to recognize and deal with situations that are not only disruptive, but also pose significant compliance risk to the organization,” says Melissa Gonzalez Boyce, JD, Legal Editor, XpertHR. “Advance preparation is the key to minimizing the potential for conflicts in the future.”

HR pros and leaders at all levels will want to take steps now to prevent workplace conflict. Or they’ll need to mitigate it when it hits.

Here are five strategies to deal with the rise in conflict.

Communicate Early, Often and Again

Leaders can head off workplace conflict with transparency. The more employees know about company goals, expectations and workplace protocols the more likely they’ll be at ease. And when they’re at ease, they’re less likely to spark tension.

“Nothing should be a surprise to employees,” said Tom Gimbel, Founder and CEO of LaSalle Network. “It helps lower anxiety levels and gives employees ample time to ask questions and mentally prepare.”

Prepare the Front Line

Give front-line managers a guide, manual or training practice at handling real-time conflict. After all, they’re the most likely to stand in the middle of employees in conflict.

Get them started with real-life examples.

“If employees are arguing … redirect them,” suggests Gonzalez Boyce. “Stop and say something like, ‘Look, everyone has their own ideas on this topic. That’s not why we’re here. We’re at work, so that’s where our focus should be. How are things going with …?'”

Another real-world example she offers:

“If employees engage in name-calling … instruct them to stop and refocus on work,” says Gonzalez Boyce. “Advise them that such communication is unprofessional and/or a violation of the code of conduct. Follow disciplinary procedures and document the incident as you would any other similar violation.”

You might want to review existing policies and practices that govern workplace behavior so front-line managers can cite violations and “keep emotion out of their handling of the situation,” she says.

Be Candid

Nearly 60% of employees are worried about having awkward conversations, a Harvard Business School study found.

Guess what employees do when leaders don’t have these uncomfortable conversations? They fill the unknown with worst-case scenarios, gossip and resentment.

“In today’s world, communication is key to relay an organization’s position on critical issues affecting the workplace,” says Gonzalez Boyce.

Leaders want to be candid so there’s less room for negative talk. HBS offers these tips for those tough talks:

• Prepare for the “hazardous half minute.” Researchers said the first 30 seconds of difficult conversations are the worst. The anxiety over where it will go eats away at people. So plan to use that time to create a “psychological safe place.” Acknowledge it’ll be a difficult conversation and how you’ll keep it even-spirited and productive.
• Know the priorities. You can’t control the outcome of difficult conversations. But you can control how they’re executed. Make empathy, curiosity and understanding the emotional priorities.
• Plan for the risks. Difficult conversations present risks: Employees might react irrationally. You might hear things that drastically affect decisions. You can’t plan for all negative consequences, but you can plan how you react to them. Prepare to remain calm, take notes, delay decisions and reactions if the worst arises.

Build Harmony, Avoid Conflict

Try to build harmony before discourse and workplace conflict sets in.

You might give front-line managers the resources to hold regular team building events and training to help employees connect. Give them access to activities and projects to strengthen camaraderie.

Consider company-wide training on any changes that will affect harmony. Then send reminders on procedures and updates on new protocols so employees expectations remain aligned with workplace realities.

At LaSalle Network, they created mental health support groups, led by licensed therapists, for any employee who was interested in prioritizing mental well-being and avoiding conflict..

Maintain a ‘Clean Break’

When employees separate from work they have time to recharge and relax. With that, they’re more focused, amicable and able to handle conflict. They need a “clean break” nearly every day.

So leaders want to set the example: Don’t send messages – or expect responses – outside of work hours. Regularly check on employees’ workload: Can they maintain a healthy balance? Monitor teams to be sure people collaborate professionally, fairly and within company protocols.

Employees who are satisfied at work – and can break from it to maintain a healthy personal life – are less likely to be involved in conflict.