Managing Conflicts
21 March 2012
Read by 2110 persons
Title: Managing Conflicts. A tense phase, full of interpersonal tensions that can appear within teams or between managers, conflict reveals opposing opinions, feelings, perspectives, interests... It is inherent to company life.
It absorbs a large part of the energy of teams, employees, and managers. Conflict distracts everyone from the essentials of their work and especially from an "objective" vision of things. It is therefore the manager's role to intervene. First, to neutralize nascent conflicts before they escalate. If they cannot intervene in time and the conflict is declared, they have several techniques for interviews and group meetings to lead the protagonists to find a new definition of a peaceful situation. This must therefore be built through exchanges guided by the manager.
How to resolve conflicts within your team?
Between two employees: Initially, as a manager, you must hear each protagonist during individual interviews and then assess whether a managerial decision can resolve the problem. The conflict may be based on the allocation of mandates, the definition of power zones, or even remuneration issues, which will undoubtedly lead you to modify the distribution in each case. If it is a conflict of personalities or values, your position as a manager is more delicate: you are then led to take sides with one person or the other. In such situations, it is better to call on an external person, a mediator, as the conflict is based on irrational factors.
With another team, for example between a support function and an operational function: prejudices and antagonisms are frequent. One generally has poor knowledge of the constraints of the other. In this case, it is necessary to encourage teams to learn about what differentiates them, for example through temporary job exchanges, or visits to workplaces.
How to manage your own conflicts as a manager?
With your team: If this conflict erupts during a meeting, debates must be closed while offering to schedule a meeting to specifically discuss the sensitive point. Feel free to let two or three weeks go by. This will allow you to see people individually to understand what is happening and find a solution. Be careful, this should not be perceived as a maneuver to divide the team. If necessary, you can see people in small groups. At each meeting, you must provide feedback on what you have heard and what you are proposing. Remember to make or request a written record of the meetings.
With a member of your team: If the conflict erupts during an interview, it must also be interrupted. You can suggest that the person concerned write a short note explaining the origin of the conflict and the possible solutions. It is necessary to focus on facts to avoid escalation. A few days later, you can give your feedback during a new interview, taking note of the conclusions. If the conflict persists, mediation can be done by an HR manager or possibly the “n+2”. You can also work on mutual expectations: “What do I expect from my “n+1”? What does he expect from me?”
In all cases, a transfer is truly proof of failure. The manager is supposed to not let the conflict take root.
With your hierarchy: It is essential to rely on facts, for example by asking your superior to rephrase their criticisms. This will give them the opportunity to nuance. You can offer to write down what you understood from their complaints, possibly offering solutions. Then, take the initiative yourself to resolve the conflict by asking to see them again to discuss it. If this does not work, you must suggest to your “n+1” to consult the “n+2”. If they refuse, you can possibly send them an email with the “n+2” in copy. But be careful, your “n+2” may find you wrong for not respecting the procedure.
Nadia Dref.
Lematin.ma
Published on March 18, 2012.
Posted online on March 21, 2012.
It absorbs a large part of the energy of teams, employees, and managers. Conflict distracts everyone from the essentials of their work and especially from an "objective" vision of things. It is therefore the manager's role to intervene. First, to neutralize nascent conflicts before they escalate. If they cannot intervene in time and the conflict is declared, they have several techniques for interviews and group meetings to lead the protagonists to find a new definition of a peaceful situation. This must therefore be built through exchanges guided by the manager.
How to resolve conflicts within your team?
Between two employees: Initially, as a manager, you must hear each protagonist during individual interviews and then assess whether a managerial decision can resolve the problem. The conflict may be based on the allocation of mandates, the definition of power zones, or even remuneration issues, which will undoubtedly lead you to modify the distribution in each case. If it is a conflict of personalities or values, your position as a manager is more delicate: you are then led to take sides with one person or the other. In such situations, it is better to call on an external person, a mediator, as the conflict is based on irrational factors.
With another team, for example between a support function and an operational function: prejudices and antagonisms are frequent. One generally has poor knowledge of the constraints of the other. In this case, it is necessary to encourage teams to learn about what differentiates them, for example through temporary job exchanges, or visits to workplaces.
How to manage your own conflicts as a manager?
With your team: If this conflict erupts during a meeting, debates must be closed while offering to schedule a meeting to specifically discuss the sensitive point. Feel free to let two or three weeks go by. This will allow you to see people individually to understand what is happening and find a solution. Be careful, this should not be perceived as a maneuver to divide the team. If necessary, you can see people in small groups. At each meeting, you must provide feedback on what you have heard and what you are proposing. Remember to make or request a written record of the meetings.
With a member of your team: If the conflict erupts during an interview, it must also be interrupted. You can suggest that the person concerned write a short note explaining the origin of the conflict and the possible solutions. It is necessary to focus on facts to avoid escalation. A few days later, you can give your feedback during a new interview, taking note of the conclusions. If the conflict persists, mediation can be done by an HR manager or possibly the “n+2”. You can also work on mutual expectations: “What do I expect from my “n+1”? What does he expect from me?”
In all cases, a transfer is truly proof of failure. The manager is supposed to not let the conflict take root.
With your hierarchy: It is essential to rely on facts, for example by asking your superior to rephrase their criticisms. This will give them the opportunity to nuance. You can offer to write down what you understood from their complaints, possibly offering solutions. Then, take the initiative yourself to resolve the conflict by asking to see them again to discuss it. If this does not work, you must suggest to your “n+1” to consult the “n+2”. If they refuse, you can possibly send them an email with the “n+2” in copy. But be careful, your “n+2” may find you wrong for not respecting the procedure.
Nadia Dref.
Lematin.ma
Published on March 18, 2012.
Posted online on March 21, 2012.
