There it is; someone put a kink in the garden hose again. Despite the best intentions and even in the most idyllic of circumstances, difficulties and personality clashes occur. Once productive employees may fall into patterns of apathy, hostility, or sub-standard performance and skillful conflict resolution is crucial to successful management. While workplace conflict is inevitable, constructive communication methods allow management to effectively approach an employee, anticipate the response, and analyze which resolution techniques will be the most productive.
As an example of interpersonal conflict in the workplace, a case study was offered for review and analysis. The circumstances of this are as follows: A mid-sized company that provides technical support has a department consisting of ten employees. This team that requires superlative knowledge and distinguished customer service has been experiencing complications due to actions of a particular individual who has been with the company for two years. The numerous complaints from coworkers and customers include issues of poor work performance and a confrontational demeanor, which has led to a contentious work atmosphere. A meeting must be scheduled in which the employee is given an ultimatum of immediate improvement or dismissal.
Adequate preparation must be exercised, and this includes setting forth clear statements of the situation and expectations. Certainly, a time and space where uninterrupted discourse can occur must be arranged. Given the employee’s predisposition toward confrontational behavior, certain approaches will be more beneficial. It is important to remember that often, there may be extenuating circumstances that have contributed to the behavior. In some cases, it may be a perceived slight, trouble at home, differing personalities, or even a simple misunderstanding that has built up and caused a high degree of distress. (Turaga, 2015, p. 4) Using a direct, but empathetic approach enables the employee to understand precisely what issues are in question while allowing them to offer insights as to the root of the problem. Sprung (2012) cites Stephen Covey’s principle of understanding: “It starts with communication and strong listening skills, followed by diagnosing the situation and then communicating your solution to others” (para. 6). Further, it is important to believe that a mutually beneficial resolution is possible.
A prudent approach may include, opening the dialog with recognition of appreciation for efforts and accomplishments of the past two years, a statement of the current problems, followed by asking the employee for their feedback, explanation, and help in finding a solution to the current problems. If possible, a collaborative approach may yield the greatest benefits to both parties. Cahn & Abigail (2014) argue, “While collaboration may involve confronting differences, it requires a focusing on the problem and includes sharing information about everyone’s needs, goals, and interests” (p. 43). It is imperative to focus on solving the problem and not attacking the individual.
My approach might be as follows: “First of all, I want to acknowledge the dedication and service that you have shown over the last two years. While this is certainly appreciated, I wanted to make you aware of some situations that need attention and clarification. I am certain you want to make every effort to correct any possible conflicts or difficulties. In an effort to avoid a parting of the ways, we need to approach these dilemmas with a sense of purpose and urgency. As you are aware, our company and team are known for outstanding technical support and customer service. Recently, there have been several complaints, by both your coworkers and customers about these areas, as well as instances of rather confrontational behavior that is creating a hostile work environment. I would like to hear your feedback, and work together toward finding a root-cause and solution to these concerns. Our team needs every member to be on the same page. How do you feel we can we achieve this?”
It is certainly reasonable to anticipate a negative and even a volatile reaction from this employee. The previous instances of aggressive behavior suggest an individual with poor impulse control, who will likely view this meeting as an attack rather than an opportunity for intervention. Therefore, it is wise to plan accordingly. As stated by Cahn & Abigail (2014), defensive behaviors “…are more consistently associated with the feelings of inadequacy, insecurity, fear, or uncertainty that make one turn defensive in a threatening situation” (p. 147). Some possible reactions might include emotional outbursts such as yelling, deflecting, blaming, crying, and even in some situations, physical violence. Depending on the anticipated severity, there are certain tactics that may help to quell the coming storm. Employing active listening, exercising empathy, giving specific examples of work deficiencies and problematic behaviors, are all measures that will set the tone for this meeting and outline the expectations going forward. Emotions are part of the human condition and the manager who has a keen understanding of emotional intelligence will be better prepared in such cases.
The conversation may even yield some surprising results such as underlying tensions in the office or personal problems that are spilling over into the workplace. It is also important to offer suggestions as to how the employee may deal with frustrations. I would suggest an easily implemented method such as the S-TLC as developed by Cahn & Abigail, (2015). By enabling the employee to utilize a practice of stopping, thinking, listening, and communicating, I am attempting to empower them with the tools to practice effective communication techniques in matters of future conflict. I might point out that these steps are very similar to the way in which I have conducted our meeting. I have stopped to consider the situation and not flown off the handle or simply reacted to the complaints. By thinking, I have considered there may be two sides to the story and extenuating circumstances that bear consideration. Additionally, I have thought about the desired goals for the company and individuals. When I listened to the employee, I demonstrated a willingness and openness to hear their views. Finally, my desire to communicate involves mutual respect.
I would close the meeting by reviewing the points, such as necessary changes, possible tactics, agreements, shared goals, and common ground. Next, I would check for understanding, possibly having the employee restate the topics and practices requiring change. Finally, this would be followed by determining a follow-up meeting within a specified period to ascertain whether these expectations had been met and what, if any future action would be required.
Indeed, the ideal outcome is that the employee will accept the directives and return to a productive and cohesive state. Conflict is a natural part of human interaction. Managed effectively, conflicts may actually be opportunities for individual and organizational growth. Managers who engage in constructive conflict management will ascertain the appropriate approach, anticipate employee response, and apply analytical thought to using the most constructive resolution strategies.
References
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Boston, MA: Pearson Education, Inc.
Sprung, S. (2015). RIP Stephen Covey: Here are his famous '7 habits of highly effective people. Business Insider. Retrieved from http://www.businessinsider.com/stephen-coveys-7-habits-of-highly-effective-people-2012-7
Turaga, R. (2015). Managing difficult workplace conversations. IUP Journal of Soft Skills, 9(1), 15-34.
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