Course Objectives

Upon completion of this course the student will be able to:

Define how conflict occurs

List 2 strategies to minimize conflict

State 2 pre-requisites required before trying to resolve conflict

Explain the benefits of effective conflict resolution

Give 1 example of managed and 1 example of out of control conflict

What is Conflict?

A difference of opinion between people who work or interact together offers the potential for conflict in the workplace. These differences can take on many different forms such as:

• Personality differences
• Differences in goals or how to achieve goals
• Rivalry between departments or the inability to agree on desired outcomes

 The goal of the basic conflict resolution process is to improve communication (or to at least keep it flowing) and reduce any loss that is associated with the conflict. Efforts to minimize conflict must be woven into the organizational or departmental structure, so that if conflict does arise, it can be resolved quickly. This takes frequent monitoring by the supervisor of the department.

Specific strategies to minimize conflict and provide a conflict free culture include: (Don't fight -- solve the problem)

• Making “Fairness” and everyday fundamental practice
• Create an environment that promotes communication
• Be a role model
• Clearly define organizational and departmental objectives
• Value employee development and make training a priority
• Value diversity and provide ongoing awareness of diversity issues

Regardless of any or all effort put forth to create and environment that is free of conflict, the chance that conflict will arise at some point is pretty strong. No conflict resolution initiative is 100%. When conflict does arise, and the need for intervention is apparent, the following prerequisites for conflict resolution must first be put into place. With out these prerequisites, the ability to achieve improved communication and improved relationships between the parties’ involved decreases dramatically.

Prerequisites for Effective Conflict Resolution:

• A neutral mediator with at least a little experience in facilitation – The most important aspect of the mediator is that he/she is perceived  by the involved parties as truly being “neutral” and with out preconceived opinions or prejudice. Additionally, the mediator:
  • Should demonstrate effectiveness
  • Should not be perceived as the “decision maker”
  • Should not determine who is “right” or “wrong”
  • Should assure that the parties speak to each other (not to the mediator)
  • Should assist in seeking agreement or settlement of the dispute
• Participation from all of the interested parties – Party members must be committed to working together to improve communication and understanding each other. This process must be completed together, as a unilateral victory from one side or the other is not the goal of resolution.
• The willingness of all parties to learn as the go, and adapt creatively –  Success will be impossible if either party is willing to revisit or modify their original plan or conflict. The facilitator should make clear that brainstorming would be required from both parties.
• Participation from top levels of the organization – To make sure that everyone is on the same page, it may be necessary to confirm that top administrative officials “honor this process”. Though their direct involvement is not necessary, their support of the process is essential.

The Benefits of Conflict Resolution:

• Increases harmony and productivity
• Increases self esteem and self control
• Can increase academic achievement
• Achieves effective communication and feedback
• Develops resolution skills to be used in the future
• Provides a pleasant working environment
• Assist in the development of personal growth
• Decreases stress and anxiety
• Decreases discipline referrals
• Decreases social withdrawal
• Decreases victimized behavior

Remember, the goal of the people or the team is not to eliminate conflict but to learn how to manage conflict constructively.

Managed vs. Out of Control Conflict:

• Managed Conflict:
• Strengthens relationships and builds teamwork
• Encourages open communication
• Builds problem solving skills
• Resolves disagreement
• Concentrates on developing “win-win” situations
• Makes allies rather then enemies
• Demonstrates all sides of an issue in a positive manner
• Out of Control Conflict:
• Damages relations
• Discourages cooperation
• Causes defensiveness amongst team members
• Discourages cooperation
• Allows for hidden agendas
• Wastes time and money
• Focuses on fault finding and blaming
• Creates enemies and hard/hurt feelings
• Is frustrating and stressful
• Can be loud, hostile and chaotic

Direct Costs of Conflict Resolution:

• Legal fees that are required for conflict that escalates into the courtroom
• Legal fees for wrongful termination lawsuits
•  Theft or sabotage from a disgruntled employee 

The “Hidden” Costs of Conflict Resolution:

• Employee’s lack of commitment to the team can impact quality of care
• If unhealthy conflict goes unresolved team members are likely to leave the company
• Absenteeism, turnover and grievance filing due to conflict can be costly

Note: The following formula can be used to determine the effect that absenteeism (due to conflict in the environment) has on the organization:

Absenteeism Rate = Number of lost working days due to absence/(Number of Employees) x (Number of Workdays) x 100

Turnover

Turnover is another cost of unresolved conflict. The business costs and impact on employers who have to frequent replace already trained employee’s who have left can be very costly. Estimates are that turnover cost of one employee can be anywhere from 30% to 150% of the employees annual salary.

Grievance Filing (Employee turnover can be grouped into four major categories):

• Severance costs - voluntary or involuntary
• Benefits costs – compensation
• Recruitment & staffing cycle time costs
• Training & Development costs
• Lost productivity costs

References

Scott, E., M.S. (2008). Conflict resolution skills for healthy relationships: the key to less relationship stress. Retrieved on September 4, 2009 at:

http://stress.about.com/od/relationships/a/conflict_res.htm

Harper, G. (2004). The joy of conflict resolution: transforming victims, villians and heroes in the workplace and at home. Friesens, Canada