| Do you have employees that are out and out | | | | perspective. Remind the other people |
| fighting with each other at work? Yelling, | | | | involved that we are each listening, |
| screaming, not getting along or perhaps has | | | | listening to each person's perspective. This |
| difficult relationships with their | | | | is a key.4. Paraphrase the stories of each |
| supervisor?Conflicts in the workplace happen | | | | person. This ensures that each story has been |
| frequently and the fallout can be costly to | | | | understood. Using phrases such as "What I am |
| the employer and the employee. Developing | | | | hearing you say is.... Is that |
| the skills to resolve conflicts that arise | | | | right?"5. After everyone has had an |
| can save your company significant money. | | | | opportunity to tell their story, brainstorm |
| First let's look at the costs:1. Decreased | | | | possible solutions. Again, this isn't a time |
| productivity due to the emotions involved in | | | | to judge. Whenever you are brainstorming you |
| interpersonal conflict.2. time lost from work | | | | want all the ideas, good or bad, or out in |
| by employees3. time lost from work by | | | | left field. One of them might be the idea |
| managers involved in the | | | | that helps someone come up with the BEST |
| conflict4. recruitment and training of new | | | | solution.6. Identify the solutions that work |
| employees5. decreased productivity by other | | | | for each party. Ifs important that the |
| staff due to tension/stress and the overall | | | | solution is agreeable to each party and the |
| work environmentThe root of many conflicts is | | | | company. In order for the agreed upon |
| communication: either unclear communication, | | | | solution to work and be successful, you need |
| resulting in misunderstandings. One strategy | | | | buy in.7. Agree to do the solution. The last |
| to address rising incidents of conflict is | | | | step is the key to moving forward.Some common |
| communication training. Teaching people how | | | | pitfalls:Don't take sides. As the manager |
| to listen and how to talk clearly can prevent | | | | your interest is the company, the resolution |
| and decrease conflicts. Communication is | | | | of the conflict and each employee.Don't |
| such a challenge. So often, we feel we have | | | | mandate a solution; you want the staff |
| been really clear, only to find out that the | | | | invested in the solution.What do you do if |
| other person really misunderstood us. | | | | staffs refuse to participate in conflict |
| Being a clear communicator takes commitment. | | | | resolution?Offering staffs the opportunity to |
| You need to be able to talk in a neutral sort | | | | resolve conflict is a much better option than |
| of way, eliminating inflammatory emotions. | | | | being disciplined, having supervisor mandated |
| Speak from the heart and listen from the | | | | solutions or taking no action at all. When |
| heart are good basic guidelines. Beyond the | | | | staffs refuse to cooperate or participate, |
| basics, are to listen deeply to what the | | | | its time to talk with them about your company |
| other person is saying and then to check-in | | | | policies, their personal responsibility for |
| with them. Ask them: "is this what you are | | | | their behavior and actions and your |
| saying?" It lets the person you are talking | | | | responsibility as the owner or manager to |
| with know what you have understood and gives | | | | take actions based on their behavior. The |
| them the opportunity to clarify or correct | | | | intent of this type of conversation isn't to |
| misunderstandings.What do you do when the | | | | threaten disciplinary action, but to talk |
| conflicts have escalated? Resolving | | | | about the reality of the situation and the |
| conflicts are good for everyone involved, but | | | | need to resolve it. Each individual makes |
| sometimes it's hard to see that in the moment | | | | choices, as supervisors our actions are based |
| for the people directly in conflict. As | | | | upon the behaviors and actions of the |
| mentioned earlier, conflict is costly. | | | | employee. As the supervisor you are |
| Sometimes as the owner, or manager we forget | | | | encouraging good choice making, but the |
| that there is a great cost to us but also to | | | | reality is that some people will make a poor |
| the employee. Changing jobs due to a | | | | choice and choose to continue to act in ways |
| conflict means a great deal of change for an | | | | that are not acceptable in your workplace.In |
| employee. They might not be able to get the | | | | these situations you must then follow your |
| same level of pay; benefits; shifts, etc that | | | | organizations policies as outlined for your |
| they are accustomed to. The impact to the | | | | employees in the employee handbook. |
| employee and their family can be high.As the | | | | Resolving the conflict and creating a good |
| leader you can set-up an effective | | | | work environment for everyone is my first |
| environment to resolve the dispute by | | | | choice as the manager/supervisor |
| following some simple steps and laying out a | | | | owner.Conflicts in the workplace can be |
| couple of guidelines.First, spend time | | | | successfully resolved, by listening. Giving |
| talking with each person involved. Let them | | | | each person space to tell their story |
| know that your belief is that developing a | | | | validates them and communicates to them their |
| shared solution is important to each person | | | | value to you and the organization. Using the |
| and that you value each of the employees | | | | simple process outlined keeps you moving in a |
| involved. During the individual meetings you | | | | positive direction.Written by: Donna Price, |
| can begin to gather information about what | | | | President and Founder of Compass Rose |
| they see as the possible solutions. Let the | | | | Consulting, LLC. Donna provides business |
| employees know that your intent is to meet | | | | coaching to small business owners, business |
| with each of them and then with them | | | | leaders, and work teams. Her experience as a |
| together, to talk about their perspective and | | | | senior level manager for 18 years and |
| possible solutions to the conflict.Use a | | | | extensive experience working with people to |
| simple & effective process:1. Create a safe | | | | achieve their goals. Donna is the creator of |
| space for involved parties to talk. (private, | | | | the Business Builders Intensive, a |
| neutral)2. Set out the guidelines:Only one | | | | comprehensive tele-series focused on building |
| person talks at a timeNo interruptions, | | | | your business. Her innovative coaching and |
| defending or justifyingCome in with an open | | | | other programs are great opportunities for |
| mind, open to the possible solutions and be | | | | business owners seeking to improve their |
| willing to compromise.3. Give each person an | | | | business results. |
| opportunity to tell their story, from their | | | | |