HR Solutions: Good conflict management starts with planning

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Conflict is inevitable in a small business. Each employee is an integral part of the team, and if one person drops the ball, the impact is felt by everyone else in terms of stress and problems. To ensure successful resolution of an issue, it is critical to prepare prior to meeting with an associate who has failed to perform.|ret||ret||tab|

First, if you lean toward avoiding confrontation, work on your perception. Brainstorm on the benefits of resolution to the individual, to other members of the team and to the company as a whole. Choose to focus on the positive. If the situation is handled properly, both you and the staff member will come out as winners.|ret||ret||tab|

Obtain advice from appropriate people if needed. However, refuse the urge to gossip. Commit to talk to the person, not about him.|ret||ret||tab|

Gather all the facts. Do not rely on hearsay or opinion, or you will guarantee failure in rectifying the dilemma. Do not let your emotions taint your perception of the situation or of the worker involved.|ret||ret||tab|

Remember all of the strengths of the individual in order to stay balanced. His current behavior may be wrong, but his performance has been at least satisfactory prior to this point.|ret||ret||tab|

Determine what the relationship will bear and proportion the confrontation accordingly. Ascertain and be prepared for any possible negative side effects, such as crying, a temper tantrum, spreading negativity throughout the workplace or an immediate resignation,|ret||ret||tab|

Prepare the nonverbal skills you will utilize beforehand. The associate will focus less on what you say and more on how you say it. Keep your entire body relaxed, including your facial muscles. Maintain continuous eye contact, but do not glare. Treat him with respect.|ret||ret||tab|

Pick a place to meet. He will be more comfortable in his own office, since that is his turf. Other options include a neutral location, such as a conference room or restaurant. If you choose your office, do not posture yourself in the "power position" behind your desk. Instead, sit beside the employee in one of your visitor chairs.|ret||ret||tab|

Prepare your introductory statements regarding the purpose of the meeting. Stay focused on the ultimate goal and the reason why everyone is working: the achievement of the company mission.|ret||ret||tab|

Re-create specific, behavioral examples of what the team member needs to change. State who was involved, precisely what happened, when it occurred, where it transpired and why it must not happen again. It is critical for him to understand what is inappropriate in order to not repeat the action.|ret||ret||tab|

Determine your responsibility concerning the problem. Problems do not happen in isolation, and as supervisor, you hold bottom-line accountability for your subordinate's actions. For example, perhaps the employee's initial training was poor, you were not available for questions, or you did not speak up earlier about the behavior and allowed it to snowball. Be prepared to share your area of accountability in the problem.|ret||ret||tab|

Decide the cause of the predicament. Anticipate why the worker displayed the unsuitable conduct. Most people do not purposefully try to disobey or cause trouble.|ret||ret||tab|

Project various solutions, including the pros and cons associated with each. Anticipate any resistance he might have to your ideas, and forecast opinions he might suggest. Examine shared ideas and strive for a resolution that causes all parties to be successful.|ret||ret||tab|

Conflict is a common occurrence in a small business. The key to effectively resolving the problem and preventing escalation is sound preparation prior to discussing the issues. |ret||ret||tab|

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

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