ILM Unit 6 - Understanding Conflict Management in the Workplace

• Leadership and Management
• Further Education (Key Stage 5)

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Understanding Conflict Management in the Workplace

ILM L3 Leadership & Management

Aims

• Identify causes of conflict at work
• Describe the stages in the development of conflict
• Explain the effects of conflict on individual and team performance at work
• Explain any recognised technique a manager could use to minimise and resolve conflict in the workplace
• Describe how a manager could promote a positive atmosphere in order to minimise the adverse effects of conflict

A.C 1.1 - Identify causes of conflict at work

What is Conflict?

An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from the other party in achieving their goals

For a disagreement to become a conflict, there needs to be:

• Some element of communication: a shared understanding that there is a disagreement;
• The well-being of the people involved needs to depend on each other in some way. 
• The people involved perceive that their goals are incompatible
• They are competing for resources
• Each perceives the other as interfering with the achievement of their goals.

Adler, R. B., Rosenfeld, L. B. and Proctor, R. F. Interplay: The Process of Interpersonal Communication (12th edition).

The cause of conflict

It is almost inevitable that conflict will occur when

working in groups and teams. There are many reasons for this, although surprisingly, not all conflict is

harmful to good working relationships. When healthy

discussions occur it is possible to ‘agree to disagree’,

which means that the outcome is not necessarily

a ‘win or lose’ situation. When parts of both arguments

are accepted, ideas can be taken forward for further

discussion and decision-making. It all depends

on the individuals concerned and the context of

the discussion.

Conflict is a common occurrence in the workplace. Before we dive into the causes, let's discuss some examples of conflict you have witnessed in the past.

When parts of both arguments are accepted, ideas can be taken forward for further discussion and decision making. It all depends on the individuals concerned and the context of the discussion.

Not all conflict is bad.

Psychologists Art Bell and Brett Hart (2002) have identified eight common causes of conflict in the workplace.

1. Conflicting Resources

We all need access to certain resources – whether these are office supplies, help from colleagues, or even a meeting room – to do our jobs well. When more than one person or group needs access to a particular resource, conflict can occur.

2. Conflicting Styles

Everyone works differently, according to their individual needs and personalities. For instance, some people love the thrill of getting things done at the last minute, while others need the structure of strict deadlines to perform. However, when working styles clash, conflict can often occur.

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3. Conflicting Perceptions

All of us see the world through our own lens, and differences in perceptions of events can cause conflict, particularly where one person knows something that the other person doesn't know, but doesn't realize this.

If your team members regularly engage in "turf wars" or gossip, you might have a problem with conflicting perceptions. Additionally, negative performance reviews or customer complaints can also result from this type of conflict.

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5. Conflicting Pressures

We often have to depend on our colleagues to get our work done. However, what happens when you need a report from your colleague by noon, and he's already preparing a different report for someone else by that same deadline?

Conflicting pressures are similar to conflicting goals; the only difference is that conflicting pressures usually involve urgent tasks, while conflicting goals typically involve projects with longer timelines.

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6. Conflicting Roles

Sometimes we have to perform a task that's outside our normal role or responsibilities. If this causes us to step into someone else's "territory," then conflict and power struggles can occur. The same can happen in reverse – sometimes we may feel that a particular task should be completed by someone else.

Conflicting roles are similar to conflicting perceptions. After all, one team member may view a task as his or her responsibility or territory. But when someone else comes in to take over that task, conflict occurs.

7. Different Personal Values

Imagine that your boss has just asked you to perform a task that conflicts with your ethical standards. Do you do as your boss asks, or do you refuse? If you refuse, will you lose your boss's trust, or even your job?

When our work conflicts with our personal values like this, conflict can quickly arise.

8. Unpredictable Policies

When rules and policies change at work and you don't communicate that change clearly to your team, confusion and conflict can occur.

In addition, if you fail to apply workplace policies consistently with members of your team, the disparity in treatment can also become a source of dissension.

A.C 1.2 - Describe the stages in the development of conflict

Healthy Disagreement

Latent Conflict:

Description: The first stage involves conditions that may lead to a conflict but have not yet surfaced. It can result from differences in values, perceptions, or goals.

Indicators: Unresolved issues, potential for misunderstandings, or competing interests.

What causes it?

People have different views about what needs to be done

What is the effect?

Different points of view expressed. Open discussions take place. People reach agreement after discussion

What should you do?

Allow it, if good humoured and constructive. If it is happening too frequently, discuss it in a team meeting and explore how people feel about it

Minor Conflict

Perceived Conflict:

Description: At this stage, individuals become aware of the conditions that can lead to a conflict. There is a perception that there are differences or incompatibilities. 

Indicators: Recognition of opposing views, increased tension, and a sense that a conflict may arise.

What causes it?

Irritating personal habits. Poor or careless performance. Texting, Facebook or online shopping instead of working. Letting others take on a greater workload to compensate or bullying.

What is the effect?

People bickering over little things. Cliques emerge. Performance may be affected.

What should you do?

Informally warn individuals whose performance is at fault to change their behaviour. Advise those reacting to avoid getting involved. Monitor closely. Be prepared to warn people formally (and consult your line manager/HR)

Conflict

Felt Conflict:

Description: Emotions become involved, and the conflict is no longer just perceived but is felt on a personal level. Individuals experience stress, anxiety, or frustration.

Indicators: Emotional reactions, increased tension, and a growing sense of personal involvement.

What causes it?

Making rude or derogatory comments. Dressing inappropriately. Saying or doing things that upset people. Picking arguments/criticising people. Behaviour close to being discriminatory, harassment or bullying

What is the effect?

Arguments break out. People don’t talk to each other. People take sides. Performance clearly affected.

What should you do?

Consult line manager and/or HR

Formally warn individuals if agreed. Speak to all members individually and then as a team. Continue to monitor closely and take immediate action if any further infringements.

Serious Conflict

Manifest Conflict:

Description: The conflict is now observable and evident to others. It moves beyond thoughts and feelings to outward expressions and behaviours.

Indicators: Open disagreement, verbal or physical confrontation, and visible signs of conflict.

What causes it?

Saying or doing things which are offensive. Deliberately provoking people. Discrimination, harassment or bullying.

What is the effect?

Constant arguing. Major arguments occur. Individuals refuse to talk to each other. Fighting or similar. Serious underperformance

What should you do?

Consult line manger and/or HR

What is the first level of conflict in the workplace?

1. Conflict
2. Healthy Disagreement
3. Major Conflict
4. Serious Conflict

Which level of conflict is more severe than minor conflict?

1. Healthy Disagreement
2. Major Conflict
3. Conflict
4. Serious Conflict

At what level of conflict is the situation critical and requires immediate attention?

1. Serious Conflict
2. Conflict
3. Minor Conflict
4. Healthy Disagreement

Have you experience of bringing a conflict situation to HR? What was the end result?

A.C 1.3 - Explain the effects of conflict on individual and team performance at work

• Stress and frustration
  
• Employee turnover
  
• Client complaints
  
• Absenteeism
  
• Grievances
  
• Low morale and/or motivation
  
• Bullying

What are the consequences of conflict?

Group 1 - What are the effects on personal performance?
Group 2 - What are the effects on team performance?

Effects of Conflict

Ongoing conflicts create a stressful environment, where people can be afraid to offer opinions or fear saying the wrong thing. 

This has a detrimental effect on mental health and the emotional wellbeing of team members. 

Elevated stress levels and fear of going to work has the potential to negatively impact physical health and quality of life

A.C 1.4 - Explain any recognised technique a manager could use to minimise and resolve conflict in the workplace

Thomas Kilmann Conflict Model

Competing (Assertive, Uncooperative)

• Suitability: This style is suitable in situations where quick and decisive action is needed. It can be effective in emergencies or when unpopular decisions need to be made.
• Use Cases: Leadership decisions, crisis situations, enforcing unpopular policies.

Collaborating

• Suitability: Appropriate when long-term relationships and creative solutions are important. It involves open communication and mutual understanding.
• Use Cases: Problem-solving, brainstorming, strategic planning.

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Compromising

• Suitability: Effective when both parties need to make concessions for a mutually acceptable solution. It's a middle-ground approach.
• Use Cases: Negotiations, situations where both parties have equally important goals.

Avoiding (Unassertive, uncooperative)

• Suitability: Useful when the issue is minor, or when emotions are running high and a temporary break is needed to cool down.
• Use Cases: Time-sensitive decisions, when emotions are escalated and need time to settle.

Accommodating

• Suitability: Appropriate when preserving relationships is more important than the issue at hand. It involves self-sacrifice for the benefit of others.
• Use Cases: Team harmony, preserving relationships, maintaining social peace.

Interest-Based Relational (IBR) Approach

This method is often associated with the work of Roger Fisher and William Ury, who developed the concept in their book "Getting to Yes.".

Separate People from the Problem:

• Encourage individuals involved in the conflict to view the issue as separate from personal relationships.
• Focus on the specific problem or disagreement rather than attributing blame or making it a personal issue.

Focus on Interests, Not Positions:

• Identify the underlying interests and needs of each party rather than sticking to fixed positions.
• Positions are what people want; interests are the reasons behind those wants. By understanding and addressing interests, you can find mutually beneficial solutions.

Generate Options for Mutual Gain:

• Encourage brainstorming and creative thinking to come up with a variety of possible solutions that could meet the interests of all parties.
• This step involves thinking beyond traditional win-lose scenarios and seeking win-win solutions.

Interest-Based Relational (IBR) Approach

Insist on Objective Criteria:

• Establish fair and unbiased criteria that can be used to evaluate potential solutions.
  
• This helps prevent solutions from being based solely on power or persuasion and provides a more objective standard for evaluating proposals

Develop Contingency Plans:

• Anticipate potential challenges and create backup plans in case the agreed-upon solution encounters obstacles.
  
• This proactive approach can help prevent future conflicts and ensure that the resolution is robust.

Build Relationships:

• Emphasize the importance of maintaining positive relationships despite differences in opinions.
  
• Encourage open communication and active listening to foster understanding and trust among team members.

Stay Solution-Focused:

• Keep the focus on finding solutions rather than dwelling on the conflict itself.
  
• Be persistent in seeking common ground and building agreements that benefit all parties..
  

A.C 1.5 - Describe how a manager could promote a positive atmosphere in order to minimise the adverse effects of conflict