Not all conflict is negative. Conflict, when understood as a difference in wants, needs, or expectations, can be the catalyst for new discoveries, innovative collaborations, and unique solutions to seemingly insurmountable problems.
While conflict has the potential to promote creativity and innovation, it is also a major contributing factor to low workplace morale, employee disengagement, stress, and physical illness. If left unaddressed, conflict can have a devastating effect on the work environment.
Knowing when to intervene is the key to minimizing the negative effects of conflict and maximizing its positive potential.
The conflict, in its very beginning, is in the productive internship. Although people may have a difference of opinion about a situation or problem, when those differences are shared and discussed, there is an opportunity to gain new insights, greater understanding, and dynamic solutions. At this point, the conflict can be productive. But there are two requirements for the people involved in the conflict: they must be willing to address the problem, and they must be able to talk to each other.
When the conflict remains in this productive stage, third party intervention is not required. The disputants themselves will work together to find an acceptable solution.
However, when the parties are unwilling to address the conflict or cannot talk together, the conflict is likely to escalate to the point of customized internship. At this stage, the parties involved in the conflict lose sight of the particular issue or event that started the dispute. Their approach becomes more personal and they begin to see the other party as the “real problem.” The comments become more directed against the other party: it is because the other party is stubborn or unreasonable, so they cannot find a solution to the conflict. The parties to the dispute are also likely to be aware of each other’s failings in other aspects of their working relationship (“I knew she was power hungry as soon as she took the lead on that last project. She’s never happy with anything.” of what I do.”) to the point where the conflict spans numerous issues and events.
It is at this stage of the conflict that intervention becomes imperative. When conflicting parties cannot talk together, a third party can help them address the conflict. In the workplace, this can mean a number of things. A manager, supervisor, or human resources staff can work as a coach, speaking with parties individually to help them articulate their issues and explore options for resolution. Disputes may need advice on how to communicate their needs or expectations in a way that promotes understanding rather than adding fuel to the fire. Or the disputing parties may require a neutral third party to facilitate a discussion of their differences. This neutral third party would serve as a mediator, ensuring that the discussion remains focused on the issues so that the parties can move toward resolution.
If it is not resolved in the custom stage, the conflict will continue to escalate to the hostile stage. It is at this point that other people become involved in the conflict. When individual and personal annoyances between the disputing parties continue unabated, the parties begin to seek justification for their frustration by discussing the situation with other people. And whether other parties take sides or try to remain neutral, they become part of a larger dynamic. Assumptions are made about who is taking sides or why one contender is supported and not another. An atmosphere of mistrust and suspicion begins to affect everyone.
Eventually, the conflict will culminate in the polarized scenario. It is at this stage that the sides of the conflict are clearly defined. There is no trust or interaction between the two parties. All communication has been completely broken. The workflow is significantly disrupted, as there is a complete lack of cooperation between the disputing parties. In the workplace, a conflict at this stage often results in such a difficult and uncomfortable situation that one or both parties leave the organization.
The conflict can be resolved in the hostile and polarized stage. But it gets harder and harder. When conflicts have escalated to the hostile or polarized stage, it is often impossible to discern exactly how or where the conflict began. More people are involved in the situation. The positions have become more entrenched. Patterns of miscommunication and mistrust have intensified. The assistance of a neutral third party is required to help the parties consider how to move forward and find opportunities to work together. As the conflict has intensified and evolved, the intervention requires skill and experience to handle intensive resolution processes.
Conflict resolution in the hostile or polarized stage is complicated and time consuming. Some managers may have the required skills and feel comfortable addressing conflict at this level. Others won’t. But regardless of skill level, even if the manager accesses outside assistance, dealing with this level of conflict will monopolize the manager’s workday for weeks, and sometimes months.
Managers will always be required to deal with conflict. Do managers often spend too much or too little time on conflict? It all depends on when they are addressing the conflict. If they are allowed to escalate, the time requirements to manage the conflict can become unmanageable and the end result simply satisfying. But time spent on early conflict resolution is time well spent. It is in the early stages of conflict that resolution can enhance employees’ personal skills, build rapport in the workplace, and take advantage of creative and innovative problem-solving opportunities.