The steps of conflict management

As in private life, conflicts and disagreements may inevitably arise at the workplace. Although most of them are often solved smoothly, it is sometimes necessary for managers to intervene. Sometimes, however, this may prove to be not enough.

Most employees have some conflict management strategy. As adults, they have experiences and ideas about how to avoid or prevent more serious conflicts. In a good case, they point out their problems in an appropriate manner and in time to those concerned, they do not make it difficult for them to express their views and have enough self-criticism to accept opinions, advice or criticism from others. It is therefore unnecessary for managers to intervene immediately in the disagreement between workers.

Employees are independent, adult people who can usually solve their difficulties among themselves.

It is not easy to find a point where the leader must intervene in the conflict between the employees. Generally speaking, it is necessary to intervene before the problem is at the expense of work. The leader can not remain inactive even if the disagreement does not improve for a long time, or if the situation seems to be getting worse over time.

Leaders must make it clear that they perceive the conflicts between the subordinates, which, in their view, has reached the point where they can not leave it without question. It is desirable to give employees the opportunity to try to settle their disputes in the presence of their superior. The leader acts as a moderator, an intermediary, who provides the stakeholders with the opportunity to express their views. A manager can modify work assignment, may have a decisive role on some organizational issues, remind employees of their contractual commitments, clarify job-related misunderstandings and provide clear instructions if needed. All of these can help solve the problem.

If the contradictions between employees appear to be serious and irresolvable, or if they are affecting the leader too, it may be necessary to involve external assistance. This may also be useful if the leaders feel they are uncertain in managing with conflicts.

The widespread form of assistance is supervision, which aims to develop the professionalism of employees or managers.

Thus, the supervisor does not act as an external auditor or arbitrator, but as a neutral expert who sees the key to solving the problems in developing the competencies of those involved. This approach can not only be useful in solving the given conflict: it is an effective way to prevent future problems.

If you are experiencing similar problems in your company, we are here to help with experts from SHL Hungary, with personality questionnaires or with the form of other consulting assignments. Feel free to contact us!