Conflict Resolution
MIKE CAMERON, Executive, Business & Leadership Coach for Strategically Yours looks at the concept of Conflict Resolution in the workplace. (Associate Member of the CMPA since 2008)
Definition of Conflict
The state in a relationship or interaction where two or more people are attempting to have differing needs met in a way that creates discomfort and results in negative reactions or a process where one person is perceived as trying to prevent another from reaching their goals.
Conflict situations in the workplace
- What does conflict look like in your workplace?
- Why does conflict happen?
- When does conflict happen?
- How can you avoid conflict happening in your workplace?
Causes
- Misunderstanding the issue/s involved
- Different perceptions of the importance of the issue/s to the other person
- Poor communication skills
- Lack of training
- Clashes of personality
- Differences in: –
- Values
- Goals, Wants, Needs, Expectations
- Emotional,State of Mind, Personal Issues, General Health
- Role or Job Pressure, Competition for Resources
- Levels of Authority
- Policies and Procedures
A short story
An independently owned country quarry and pre-mixed concrete business had recently taken several of their key team members through targeted training, after which they had noticed some pleasing behavioural changes at the larger of their three quarries. However, the then Quarry Manager, Jack had unfortunately needed to resign and move north to Queensland for family health reasons.
The company had recently offered the role to Jason, a local resident with past experience in a supervisory role at a major metropolitan quarry as well as currently being employed within the mobile crushing scene.
Jason, now acting as the Quarry Manager was in his probation period and he wanted to succeed. However, he had just slammed the phone down after a call from his boss. He was feeling pressured to increase production and improve the overall quality of their crushed rock.
Apparently, there had been a few complaints, from a couple of regular customers, which had gone directly to the owner and he had also overheard the truckies talking amongst themselves about ongoing issues on one of the larger jobs which they had been supplying over the past month but nothing had come up during any of the toolbox talks!
He was going to sort it out and ensure that tonnage flew out the gate in spec and on time, but first he would talk to the plant’s leading hand and the sales loader operator. They would know if there were problems and he would find out why they had not bothered to tell him so he could have fixed it before his boss gave him a ‘serve’.
Jason jumped into his ute and headed into the quarry. He was fuming; he had been let down; surely, he did not have to do everything himself: why hadn’t they let him know they were having problems were they trying to get him sacked? His mind was racing, and he was not observing the site’s speed limit!
Ken, a long-serving employee and experienced sales loader operator, saw Jason in the speeding ute and flagged him down. He wanted to advise him about what had caused yesterday’s quality issues with the crushed rock and how he and Rob, the plant’s leading hand, had managed to quickly sort it out and let the weighbridge know so that they could advise the customers’ site managers that everything was okay. He was feeling pretty good about life!
Jason did not catch his breath once before Ken had a chance to talk, he was bombarded with accusations, leading statements and numerous anecdotes none of which were interesting, amusing or relevant.
Ken stayed ‘cool’ and listened to Jason’s rants without recrimination; he apologised that neither he nor Rob had mentioned the issue at the toolbox session that morning, because they felt that both customers were happy with the speed of their response and follow-up actions however, he also said that he now appreciated that they had put Jason in an embarrassing position by his not knowing the story when the owner had phoned, and he was sorry.
Jason’s composure had begun to return, and he suddenly appreciated that he had gone ‘over the top’. He was really impressed with the way in which Ken had handled this difficult situation. They talked a little longer about how the quality issue had arisen; what some of the current production challenges had been and Jason listened to the suggestions being offered by Ken to resolve a number of the quarry’s longstanding resource challenges.
Jason shook Ken’s hand and agreed that he would organise a meeting with him and Rob for late afternoon the next day in order to learn from their experience at the quarry.
Whilst he managed the quarry, Jason now realised that his team had talent, cared about their jobs (and each other), and that there was a real need for him to become fully aware of the significant improvements that could be implemented through working together.
Jason got back into his ute and headed off to catch up with Rob he was calm, and he was feeling pretty good about life!
Summary of what happened … or … How to RESOLVE potential CONFLICT in a difficult situation’
- Listen and be open minded
- Empathise and apologise
- Respond and show understanding
- Decide on action, moving forward
- Take agreed action
- Follow-up on each action asap
- Thank the other person for their response
How to resolve conflict situations … Step 1
- Initiate a discussion
- Explain your point of view
- Listen to the other person’s point of view
- Start the problem-solving process
a) Summarise
b) Mutual solutions
c) Evaluate solutions
d) Decide together
How to resolve conflict situations … Step 2
Use ‘I’ and not ‘YOU’ statements
An example:
Your Manager or Supervisor often gives you urgent work late in the day. This means that you cannot get away in time to catch the train that connects with your bus, and your journey home will take longer.
A “You” statement would sound something like this …
“You always give me urgent work late in the day!”
Now, here is an “I” statement …
“I feel (think/get/become) frustrated and annoyed when you give me urgent work late in the day. Because it means that I can’t get away in time to catch the train that connects with my bus and my journey home takes much longer. What I would like is (I’d prefer/I’d appreciate) if you would schedule the work earlier and within normal working hours”
How to resolve conflict … Use a Memory Aid and avoid stress … # 1
PALMS … Apply Effective Body Language Techniques
P … POSITION … Don’t block yourself in
A … ATTITUDE … Display a positive and helpful approach
L … LOOK and LISTEN … Keep normal eye contact and body language
M … MAKE SPACE … Stay a comfortable distance apart
S … STANCE … Keep your shoulders relaxed and turn slightly to the side
How to resolve conflict … Use a Memory Aid and avoid stress … # 2
ATTENTIVE … Apply Effective Listening Techniques:
A … Attentive to the other person’s views
C … Concentrate on the issue – not the person
T … Target key points for investigation
I … Investigate with open questions
V … Verify the other person’s needs
E … Energise your response
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