In Corporate world conflict resolution is key to success. Conflicts can be between employees, with stakeholders, with customer, with vendor, with regulating agencies, with financial institutions etc. Successfully navigating such conflicts is an art (with some application of science though). In this article we are restricting our discussion to conflict within the organisation between employees and how quick solutions to them help in achieving better results.
Conflict amongst Peers is the most common form of conflict when employees within the division or from different divisions have differing view points on the same subject leading to a conflict and hence a stalemate on actions and processing of activities / work. How quickly these conflicts are resolved depends on how the conflict is addressed by the team members or manager or an arbitrator.
Conflicts are solved by the team members (within the peer group) if as a team they address the issue rationally discussing its pros and cons for each team member and then coming to a solution which is acceptable to all team members. In this situation usually one team member takes the lead to bring about this resolution. In this conflict resolution mechanism there is a good bonding among team members as they themselves have solved the conflict and nothing is forced upon them. This model works only when
- Team members are empowered by management to take decisions in their respective areas of operations
- Management have adequately trained its team members on the task and all team members are clear (to a large extent) as to their roles and responsibilities in the organisation.
- There is controlled delegation of activities to the team and the managers have good overview of the tasks carried out by the team. This ensures that the team members are insulated from any trouble during any task or solution for a conflict - this happens because the managers are aware of all actions and watching the same from a short distance and step in whenever there are chances of any trouble brewing
- There is acceptance within the team of one time leader amongst them who help solve the conflict. This leader can be a different person in different situations - acceptance is the key. This can be achieved only if the team is well trained and good clarity of roles and responsibilities are fixed by the management
I would recommend this model of conflict resolution to be the best as it brings in bonding among team members and team members feel empowered to know that they are part of the solution rather than the problem, this leads to high level of productivity. There will also be a high level of ownership in this model as the solution is derived by the group rather than by someone else and pushed into the group, this ensures that the team works to its potential to ensure success as it is their solution and they do not wait it to fail.
Conflict are solved by managers when they step into a conflict situation for which the team or teams does not find a solution and there is a stalemate among the team members. Though this is not a desirable situation most of the time this happens due to multiple pushes and pulls by each team member or teams since there is no consensus among the team members / teams. As an effective manager the manager should carry out the below steps to bring about a successful conflict resolution model
- Hear out the issues of all team members or opposing teams / team members in detail in presence of all the team members or relevant team members so that there is no exaggeration or simplification of the issue by any team member or team
- Brain storm as to the nature of the issue, how it originated and what are the reasons it remains a conflict which is not solved till then.
- Encourage team members to prepare and present their solution to the conflict either individually or as one team or multiple teams. Managers should then study the efficacy of these solutions based on their knowledge and expertise and if found viable support in implementation of this solution.
- Manager should be rational and not take sides or should not engage in favoritism, this will ensure that there is respect for the manager within the team and there is good scope the solution (if any) suggested by the manager will be implemented smoothly.
- Encourage team members to be a part of the solution and as much as possible push the team members to engage in the solution creation process directly and create a mirage that the problem is solved by the team members themselves and managers have just an outside role (pseudo role) in the process. This process will empower the team members and ensure that they take ownership for the solution and implement the same with full enthusiasm and ensure its success.
- Managers should set a time frame within which a solution to be found and implemented for the conflict. This will create a pressure on team members to expedite a solution or accept a solution proposed. This process will ensure that the conflict is solved in a time bound manner. If not a long drawn process will create more problems and with it there will be quite a number new challenges over a period of time to the conflict
- If the team members or the team is not capable or not willing to come out with a solution the manager should propose a solution and also ways of implementing this solution in a detailed manner so that each time member understands and same and implements it. The flip side of this action is that manager should be vigilant and keep track of the progress of the solution as there is little ownership of the solution within the team members
- Document the conflict resolution process and the solution in a "Standard Operating procedure" or SOP or any other mode for easy reference to all team members and also to serve as a guide in future for carrying out the task or assignment
- Usually when a conflict gets to the level of an arbitrator it is sure (to a large extent) that a solution is not possible by the team members and solution has to flow down from the top.
- Being senior managers arbitrators have more experience and knowledge of the subject matter, using this expertise they should push for a quick solution to the team. The arbitrator should ensure that the team internalizes it and delegate the solution to the manager for implementation. A constant followup is also necessary to check the progress of the solution proposed
- Arbitrators should take it upon themselves to train and empower the manager/s and the team members so that over a period of time they are capable of finding a solution for any conflict which may arise in the future. In this way arbitrators can avoid future conflicts to be escalated to their level thereby avoid eating away their valuable time and resources.
- If there are any erring team member who needs to be reprimanded or any action taken arbitrator should in a proper or subtle manner take appropriate action so that the erring team member does not repeat the same problem and creating a conflict again or stalling a solution to the conflict.
