H.R. Solutions: Conflict management does more than ease tension

Research shows one-fifth of work time is spent on conflict management by both managers and staff. Conflict abounds in organizations because of intense deadline pressures and the extreme interdependency between employees required to achieve company goals.

Sources of conflict include misunderstandings, differing interpersonal styles, role ambiguity, fear and trying to impose personal opinions. Other contributing factors consist of personality nuances, such as uncontrolled anger, lack of sensitivity and irrationality.

Supervisors and staff alike forget the many benefits of properly handled conflict. For an individual, the advantages encompass character building, a weaning from the habit of selfishly focusing on self, sharpened leadership skills and increased confidence in conflict resolution.

You learn to accept different views without a hostile reaction, effectively developing the skill of agreeing to disagree.

For a company, appropriate conflict management decreases turnover, generates new ideas, increases productivity, creates and maintains boundaries, and builds improved work force relationships. Critical feedback is brought into the open, forcing change for the better. A decrease is noticed in unnecessary financial costs and misplaced employee energy and time. Organizations begin focusing on mission fulfillment instead of fire fighting.

Unfortunately, the No. 1 response to conflict is to gloss over disputes. Few people enjoy antagonistic situations. The prevailing tendency is to back down when the going gets rough. Some feel insecure and are unsure what to do or say. Fear of hurting feelings, suffering humiliation, payback and anger also lead to avoidance of confrontations.

Workers, businesses and customers lose when conflict is denied. A team member will forfeit peace of mind, suffer emotional wounds, display bitterness and anger, and experience decreased success.

Companies will notice increased absences, tardiness, hostility and division between staff and departments. Teamwork and morale will decrease, and problems will spread like cancer.

Utilize the following do's and don'ts to maximize the rewards of friction and minimize the consequences of improperly managed conflict.

Think before you act. Focus on the company mission. Be concerned about the other person and his needs, not yourself. Position yourself so you and the other party win. Concentrate on behavior, not character judgments. Tell the truth; don't flatter.

Silence signals agreement, so be sure to speak up. Do not be bluffed into intimidation or people pleasing.

Actively work on solving the problem instead of retaliating, manipulating, becoming upset or nursing feelings of victimization.

Do not tolerate someone who "slaps your face." Other people have rights, but you do, too. Do not listen to gossip, jump to conclusions, butt into a conflict that is none of your business or magnify weaknesses in others. Do not handle minor issues and circumvent the real ones.

Favorable treatment of conflict is a critical issue in businesses. Begin managing conflict today instead of letting conflict manage your business, staff and customers.

(Lynne Haggerman is president/owner of Haggerman & Associates, an employment, management training, human resources consulting, and outplacement firm.)