Conflict Resolution
Conflict is all around us. Sometimes, it challenges us to get better and takes us through growth experiences. Other times, it sticks to us in a way that is not beneficial and slows down relationships and progress. Your ability to understand and navigate conflict will not only make you better as a person and a teammate, but especially as a leader.
Conflict comes in all forms, from the low-risk in a misunderstanding or disagreement, to the high-risk, which puts businesses at stake. We need to consistently engage whenever there is conflict so it can be moved along and not stalled or become a bottleneck for other things.
Conflict is an inevitable part of any organization, arising from differing perspectives, values, and interests among team members. Effective leaders play a crucial role in resolving these conflicts, ensuring that they do not disrupt productivity and harmony within the team.
If we don’t resolve conflict, it negatively impacts the workplace, not just with people not getting along and being able to effectively work together, but in other ways that could impact long-term success. Conflict leads to absenteeism, turnover, termination, project failures, workplace gossip, decreased overall productivity, and work disruptions. This can stem from one conflict. The longer we avoid confronting conflict, the bigger and bigger it becomes. We may not see the impact on this one project in front of us, but we will see it in the following projects, relationships, and efforts.
Effective conflict resolution is a critical skill for leaders, requiring a combination of open communication, active listening, impartiality, focus on issues, collaboration, clear expectations, and mediation support. By adopting this mindset, leaders can transform conflicts into opportunities for growth and improvement, ultimately fostering a more cohesive and productive team environment.
Framework
Leaders can effectively resolve conflicts within their teams by leveraging the Thomas-Kilmann Conflict Mode Instrument (TKI). This model identifies five distinct conflict-handling styles, where each style represents a different approach based on varying levels of assertiveness and cooperativeness.
Here's how leaders can use the TKI model to navigate conflicts:
Competing
In situations where quick, decisive action is needed, such as in a crisis or critical decision-making, leaders can adopt a competing style. This approach involves high assertiveness and low cooperativeness, prioritizing one's own goals over others.
Collaborating
When the aim is to find a win-win solution that satisfies all parties, leaders should use the collaborating style. This involves high assertiveness and high cooperativeness, encouraging open dialogue and joint problem-solving to integrate diverse perspectives and reach a consensus.
Compromising
For conflicts where both parties need to make concessions, leaders can adopt a compromising style. This approach balances assertiveness and cooperativeness, seeking a middle ground that partially satisfies everyone involved.
Avoiding
In instances where the conflict is trivial or when more information is needed, leaders might choose to avoid the issue temporarily. This style is characterized by low assertiveness and low cooperativeness, allowing time for tensions to cool down or for further reflection.
Accommodating
When maintaining harmony and relationships is more important than the issue at hand, leaders can use an accommodating style. This involves low assertiveness and high cooperativeness, prioritizing the other party’s needs and preferences to preserve goodwill.
Imagine a scenario in a project team where there is a disagreement over the allocation of resources. A leader using the TKI model might:
Compete if a deadline is imminent and a quick decision is critical.
Collaborate to explore creative solutions that maximize the use of available resources.
Compromise by negotiating a fair distribution of resources.
Avoid the conflict if it’s minor and can be addressed later without impacting project timelines.
Accommodate if it helps to maintain team morale and the resource allocation issue is not critical.
By understanding and applying these conflict-handling styles appropriately, leaders can more effectively manage and resolve conflicts, fostering a more harmonious and productive work environment.
Improving our conflict resolution capability
Even though conflict can seem like a huge undertaking, there are ways that we can show up as leaders that will better enable us to resolve conflict.
Foster Open Communication
One of the most critical elements in conflict resolution is fostering an environment of open communication. Leaders should encourage team members to express their concerns and viewpoints openly and without fear of retribution. Regular team meetings, anonymous feedback systems, and an open-door policy can facilitate this. By ensuring that everyone feels heard, leaders can identify the root causes of conflict and address them promptly.
Example: A team at a marketing firm was experiencing tension due to miscommunication about project deadlines. The leader organized a series of open forums where team members could voice their concerns. This initiative not only clarified deadlines but also improved overall team communication and collaboration.
Practice Active Listening
Active listening involves fully concentrating, understanding, responding, and then remembering what is being said. Leaders should practice active listening to understand the underlying issues causing the conflict. This means giving full attention to the speaker, acknowledging their feelings, and responding thoughtfully. You can read more about the skill of listening in the Listening Leader Skill Library.
Example: In a tech startup, two senior developers were constantly at odds over coding practices. The team leader sat down with each developer individually, listened to their concerns, and then facilitated a joint discussion. By actively listening, the leader was able to mediate a compromise that incorporated the strengths of both developers' approaches.
Remain Impartial
A leader must remain impartial during conflicts. Showing favoritism or bias can exacerbate the issue and damage trust within the team. Leaders should approach each conflict with a neutral mindset, ensuring that all parties involved feel their perspectives are valued equally.
Example: In a sales department, a conflict arose between two high-performing salespeople over client assignments. The manager conducted an impartial review of the situation, considering each salesperson’s arguments and the company’s policies. This fair approach helped resolve the conflict amicably and maintained team morale.
Focus on the Issue, Not the Person
It is essential to address the issue at hand rather than personal attributes. Leaders should guide the discussion towards problem-solving and away from personal attacks or blame. This helps in maintaining professionalism and finding a constructive solution.
Example: In a healthcare setting, a disagreement between nurses over shift schedules was affecting patient care. The head nurse redirected the focus from individual grievances to finding a workable scheduling solution that met everyone’s needs, thereby resolving the conflict and improving team efficiency.
Facilitate Collaboration
Leaders should encourage collaborative problem-solving, where team members work together to find mutually beneficial solutions. This not only resolves the current conflict but also fosters a sense of teamwork and collective responsibility.
Example: In an academic institution, teachers were divided over curriculum changes. The principal formed a committee comprising representatives from both sides to collaboratively develop a revised curriculum. This collaborative effort resulted in a curriculum that satisfied all parties and enhanced educational outcomes.
Establish Clear Expectations
Setting clear expectations and guidelines can prevent many conflicts from arising in the first place. Leaders should ensure that roles, responsibilities, and expectations are well-defined and communicated to all team members.
Example: At a logistics company, conflicts frequently arose over task delegation. The manager introduced clear job descriptions and a transparent task assignment system. This clarity reduced misunderstandings and significantly lowered conflict instances.
Provide Mediation and Support
Sometimes, conflicts may require formal mediation. Leaders should be prepared to step in as mediators or bring in external mediators if necessary. Additionally, providing support through training in conflict resolution can empower team members to handle disputes constructively. As leaders, we don’t have to be the ones doing all of the mediation and work – our role is to make sure people move through the conflict and get to the other side using the resources available to us.
Example: In a nonprofit organization, recurring conflicts between departments were hindering operations. The executive director arranged for professional mediation and conflict resolution workshops. This proactive approach equipped employees with the skills to resolve their disputes independently and effectively.
Through these efforts, leaders not only resolve conflicts but also build a culture of trust and collaboration that is essential for long-term organizational success.
Leader reflection
Here are some questions that you can reflect on for conflict resolution:
What are the most common sources of conflict within my team, and how do I typically address them?
How do my personal conflict resolution styles influence the outcomes of conflicts in my team?
How effectively do I listen to and understand the perspectives of all parties involved in a conflict?
How do I ensure that I remain impartial and fair when mediating conflicts among team members?
How do I determine which conflict resolution style (e.g., competing, collaborating, compromising, avoiding, accommodating) to use in different situations?
What proactive steps can I take to prevent conflicts from escalating or occurring in the first place?
How do I manage my emotions and help others manage theirs during a conflict?
How do I seek and incorporate feedback on my conflict resolution approach to continuously improve?
How do I create an environment that encourages open communication and trust, thereby reducing the likelihood of conflicts?
Can I recall a recent conflict I resolved? What worked well, what didn’t, and what could I do differently next time?
These questions can help leaders reflect on their conflict resolution skills, identify areas for improvement, and develop strategies for handling conflicts more effectively. When we take the time to reflect, we learn more about ourselves and how we show up for others.