>> MIM Speaks
TACKLING OFFICE CONFLICTS TO IMPROVE PRODUCTIVITY
NOV 03, 1996 -
NEW STRAITS TIMES
PERSONAL conflicts,in any organisation,are common.They arise
the moment cordial relationships become
confrontational,aggressive or retaliatory
The causes may be trivial misunderstandings or personal
rivalry for promotion,for more staff or bigger budgets.
Such 'fights' often lead to bruised feelings and over
time,these feelings intensify and the interpersonal
relationship is severed.
Because all organisations are structured along functional
lines such as production,finance,marketing,logistics and
credit control and so on,interpersonal conilicts are
inevitable.
Even though departments all try to work towards organisational
goals,such as achieving better product quality,higher
profitability or defend against aggressive attacks from
competitors work related conflicts be tween individual depart
mental heads,at times are unavoidable.
Because interpersonal conflicts take place throughout the
various hierarchies in an organisation,the onus of resolving
the conflict lies on the im mediate superior of the 'warring'
individuals.
But in most organisations,the superior's reaction to
interpersonal con flict is one of laissez faire or non
interference.They fee it is better to let the individ uals
sort out their differences themselves.
In reality,more often than not,the conflicts do not go away.
In fact they become aggravated and the company has to suffer
the negative consequences.
One common reason why suporiors do not interfere is that
conflict resolution is an unpleasant job,the other is that
most managers or executives lack the skills.
So a corporate man,if you are adept in handling interpersonal
conflicts it is because you have a good understanding of
psychology and human behaviour and you have acquired the skill
through numerous experiences of dealing with conflicting
individuals.
INTERPERSONAL conflicts are unpleasant emotional experiences.
But they are realities.
When a relationship turns from a cordial one to an aggressive
or confrontation at one,the individuals usually become more
and more emotional about it.
If the conflicts go unresolved,there is anger,tension and
ultimately work performance is affected.
Even trivial misunderstandings can become serious.There is a
pattern to the way in which this happens.Two individuals
disagree over some personal or work related matter.Then they
separate.
But the next time they meet,the confrontation is intensified.
The confrontations then may get more fre quent until it
reaches boiling point and turns ugly.
Normally,management does not interfere in person al conflicts
until ugly scenes occur at the work place.This is most
unfortunate be cause when this point is reached not only is it
hope less being a peacemaker,as much damage may already have
occurred to the depart ment or company,especially if the
concerned parties hold important positions.
MOST Personal conflicts arise out of either personal
differences or work related issues.
Personal differences may be predudices
biases,misunderstanding, distorted perceptions,one upman ship
or personal rivalry.The underlying factor here is human
emotions.
On the other hand,conflicts may be caused by work related
matters,for instances disagreement over company policies,
rules,decisions,use of company resources,job functions and
responsibilities .
Once a conflict occurs,emotions take over and the result is
often negative for the organisation.When two department
managers engage in interpersonal rivalry,they become blinded
and lose sight of organisational goals.
Very often,antagonism m between two departmental heads
cascades down to the staff of both de departments.
INTERPERSONAL conflicts very often become painful emotional
experiences.Anger and frustration become stressful and work is
affected
Conflicts usually expand to involve more individuals and
cliques are formed.All too often management turns a blind eye,
even though common sense tells us that cliques work against co
operation.
How often things go wrong because of bat coordination? Then
what about deliberate withhold ing of information needed by
the other party for deci sion making or problem solving?
Over time,the individuals adopt a coultn'teless attitude.This
is especially so if they are in personal conflict with a
superior.
Conflicts in the upper echelons of management are more
damaging.Yet,such conflicts are found in almost all
organisations.
MANAGEMENT normally turns a blind eye to interpersonal
conflicts.The rationale is that 'it's a personal matter,so let
them sort lt out themselves'.
Some managers may have the emotional intelligence or
sensitivity to spot a potentially explosive conflict.But due
to a lack of' skills in conflict resolution,they do not
intervene.
Then there is also the common use of power or threats to quell
conflicts.For instance,when two parties bring an issue to
their superior,instead of resolving the conflict fairly,the
superior uses his authority to threaten them to stop.
What then happens,the conflict goes underground and becomes
covert.
LET us make a few assumptions.We assume the person trying to
manage the interpersonal conflict is a superior.This gives the
'mediator' authority and credibility.
We also assume the mediator understands the conflict-the
background reasons,the current state of animosity,and
potential outcomes and so forth.
Finally,we assume the mediator has certain personal attributes
such as apathy,good listening skills, impartially and is a
good decision maker.
This is one of the most common approaches in dealing with a
conflict situation.As mediator, you try to resolve the issue
bye getting both to a compromise.
Especially in situations where neither party is wrong,a
compromise enables them to make up with a handshake and let
the past be buried.
Make both Parties understand the futility of the connect,and
the positive consequences to be gained it they are more
rational and objective and utilise their energies to produce
the results which performance appraisals look for.
Always begin with the intentton of achieving a winwin solution
for both parties.Then,explore and understand each parties'
feelings and perceptions.
It is useful to talk to them separately at first.Only after
you are satisfied that there will no longer be emo tional
animosity do you bring them together to talk things over in
your presence.
More often than not,it is practical to assume that conflicting
individuals are also aware that it is to their disadvantage If
they were to continue the conflict.
When there is an alternative way to resolving the problem ant
where dignity of the individual is respected,the success rate
is usually very high.
|
