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!
