Managing Conflicts In the Work Place

Introduction

1.         Productivity in any organization depends on various factors like well defined organizational objectives, optimal manpower, infrastructure and efficient team work. An intrinsic factor that poses great challenge in the work place and impacts productivity negatively is conflict that arises in the environment. Conflicts in work place arise in every conceivable dimension, viz,

·                    Inter departmental conflicts

·                    Inter personal conflicts

·                    Internal conflicts within individuals

Managing Inter Departmental Conflicts

2.         Conflicts between departments arise when their objectives are at cross roads and tangentially differ from company objectives. At times, rivalry due to differences in perception amongst people in charge of departments gets transformed into departmental rivalries. Top management has the onerous responsibility to be sensitive to factors that result in such conflict and resolve them through skillful management and re-orientation. Training people in leadership positions and building teamwork ethos at higher level management are crucial to prevent these conflicts from damaging company performance. A functioning and open channel of communication, both vertical and lateral, is vital in any organization. Effective and clear channel of communication mitigates most of the causes of conflicts.

Managing Inter Personal Conflicts

3.         These occur at all levels of interaction primarily due to perceptional differences. Sensitivity to ethno-social differences, empathy and transparency in HR policies are fundamental to minimize conflict situations. Managements generally believe that employees end up at odds with each other due to jealousy, lack of attitude and unhealthy competition. There is also a tendency to brand an employee who voices his opinions as ‘rebellious’ or ‘attention seeker’. This is not always true. Across the spectrum, employees have a deep sense of right & wrong, as much as the management does. Since the management knows the ‘big picture’, employees’ perception may seem unviable or even down right silly. Under such conditions there is a tendency to force the decisions ‘down the throat’ resulting in conflicts. In my experience, I find that this is counter productive. When faced with such situations, it would be better to take the employees into confidence and make them appreciate the need to adopt a particular course of action (of course, without divulging what they ought not to know!). Needless to say, a lot of tact and conviction to convince are needed in these moments to resolve a crisis. Employees usually surprise you by their willing cooperation when you tell them why we need to do what we intend to do. Remember that leadership is not about taking people where you want them to reach; it is about showing them how to reach where they want to reach.

4.         Interpersonal conflicts have a purely personal dimension too at work places. People tend to bicker and quarrel when they find that they are marginalized, not given their due, or perceive bias. Professional jealousy indeed is a matter to reckon with. However, one also finds that in organizations where the objectives of all functions are well defined; the pace of work is healthy; reward mechanism is both tangible and prompt (not all rewards need to be monetary, ‘good show’ pats work wonders too!), minor irritants dissolve automatically and major ones do not get time to seed and grow. Internal audit of work environment, removal of procedural hurdles to professional achievements and opportunities to growth through a healthy and fair process of talent spotting are some of the steps an organization needs to take to minimizing grouse and conflicts in work environment.

Managing Internal Conflicts within Individuals

5.         One may wonder why this is relevant to an organization. As individuals, we all have various pressures playing on our minds all the time. Needs of the family, duty to parents, education of children, acquisition of property and comforts for life, saving for rainy days and various such factors constantly work on our subconscious. These tend to distract an individual at times from the tasks at hand. Add to them the demands and pressures of the work place as well as the justifiable anxiety for professional advancement, one can understand the complexity of pressures playing upon our minds. These pressures find a crack at the office or at home and invariably explode. Worse, we find that some of the most efficient employees suddenly become obstructionist, difficult or even, demotivated. Sadly, some even opt to end their lives, unable to cope up with these pressures.

6.         It would sound logical to say that an organization could not care less, if an employee is ‘weak’ in his mind. But saying so only reflects the organization’s inability to understand that people are its strongest asset. Processes and machines can only deliver when its people do. And, everyone counts. It takes years of experience (at organisation’s expense) to produce a good workman. Just letting him go makes a vacuum that is not only difficult to fill but may take as many years too.

7.         The family of the employee who chooses such a path loses the bread winner and adds to the social responsibilities of the society at large.

8.         Therefore, there are professional, moral and social responsibilities on an organization to help an individual find answers to his troubles. Professionally, there ought to be policies and programs that cater to the individual’s need for recreation, medical cover, travel, housing and insurance. A purposeful counseling mechanism that can help him find answers to his other worries is also needed. The message that organization ‘cares for you’ is one that every employee must get from every facet of its functioning and climate.       

 

Conclusion

    

9.         There is also a newer dimension to managing inter departmental conflicts. A controlled and ‘guided’ conflict can result in greater productivity. It is like the conduct of war. The organization must know the stakes, be prepared for ‘necessary’ losses, regulate it to minimize ‘collateral’ damage and declare ‘ceasefire’ the moment the goal is realized. It is what it sounds – a game. But then, that is what leadership and management is all about. Those who do not want to aspire and grow by taking challenges can not run corporations. They may well be saints!