Managing Interpersonal Conflict_FINAL

8/12/2019 Managing Interpersonal Conflict_FINAL

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SHRM 2008 2

Introduction

"Why can't we all just get along?"

This question, as many of you may remember, was asked in the worstof circumstances by a man severely beaten during an arrest. But manyof us ask this question on a daily basis. In personal and familyrelationships, in schools and at work, interactions among people are

often fraught with disagreements. In workplaces, supervisors frequentlyhave to address serious and ongoing interpersonal disputes. Thesedisagreements usually involve conflicts between their employees andthemselves or quarrels between co-workers. It is important forsupervisors to understand what causes interpersonal conflicts and howto revolve them.

This sample presentation is intended for presentation to supervisors

and other individuals who manage employees. It is designed to bepresented by an individual who is knowledgeable in managinginterpersonal conflicts and with the employers own policies andpractices. This is a sample presentation that must be customized tomatch the employers own culture, policies and practices.


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SHRM 2008 3

Objectives

At the close of this session, you will be able to:

Explain what workplace interpersonal conflicts are, the forms they take

and cite examples.

List at least three causes of these conflicts. State ways interpersonal conflicts may be avoided.

List steps to follow in addressing an interpersonal conflict between two

or more employees.

Describe the supervisors responsibilities during a conflict resolution

meeting.


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What Are Workplace Interpersonal Conflicts?

Interpersonal conflicts that occur in the workplace are struggles

between at least two individuals who perceive interference, lack

of cooperation or lack of resources needed to perform their

work.

These conflicts may take the following forms:> Publicly faulting the performance of a co-worker.

> Constant bickering between two employees.

> Coolness or an avoidance whenever possible between employees.

> Verbally abusing or making demeaning remarks to a co-worker.

An important aspect of this definition is that employees may

only perceive there is a conflict when in reality none exists.


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Examples of Workplace Interpersonal Conflicts

Edwin thinks his supervisor, Sally, is not giving him good leads for his

sales job. Instead of discussing his concern with Sally, he starts publicly

criticizing her management abilities, saying she is biased and that she is

causing sales revenue to fall. After a meeting with Sally that HRscheduled and attended, Edwin realized that he had an erroneous

perception and that because of the economic downturn Sally had no

good leads for any of her salespeople.


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SHRM 2008 6

Examples of Workplace Interpersonal Conflicts

In a departmental staff meeting, Alice makes a remark that some

employees are not doing their share of the work. Tony, who thinks he is

a slower worker than most, is offended and stays upset for the rest of

the day. He replays what Alice said over and over and talks about it to

co-workers. But he never asks Alice about the remark, maintains agrudge and ignores her except when absolutely necessary. After a

meeting arranged and led by their supervisor, Alice and Tony realize the

conflict occurred because they both have erroneous perceptions. Alice

wrongly thinks that some of her co-workers are not performing as they

should when in reality all are producing at about the same and expected

level. Tony erroneously thinks that Alice knows he is not performing as

well as others.


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Cause of Interpersonal Conflicts

Some of the causes of interpersonal conflicts are:

Differences and diversity among employees, potentially leading to

misunderstandings based on age, race or culture, prejudices,

intolerances, rumors about an individual or group.

Excessive and uncontrolled competition between employees,comparison of performance ratings and bonuses, perceived inequities,

fear of not receiving a promotion or losing a job.

Internal conflicts within an employee such as bigotry, tendency to hold

grudges, false pride, blaming others for ones own problems.

Romantic personal relationships or sexual tensions and harassment.

Drug- or alcohol-related behavior.


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Questions ? Comments?


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Ways to Avoid Interpersonal Conflicts

Interpersonal conflicts arise in every workplace. Supervisors may

help reduce the number and severity of these conflicts by:

Emphasizing that employees must, despite their differences, treat each

other with respect, dignity and fairness.

Eliminating a defensive climate in which employees judge and criticizeeach other, have hidden agendas and are close-minded to new ideas

and changes.

Establishing a supportive climate where employees openly discuss and

understand each others ideas and concerns, are willing to listen to

each other, and focus on accomplishing their work and group goals.

Providing training to employees on improving communication skills andsettling differences effectively and on a timely basis.


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Steps to Follow in Addressing

an Interpersonal Conflict

1. Obtain agreement from all parties that they will:

Work to resolve the conflict.

Treat each other with respect, dignity and fairness.

Be clear and truthful about what is really bothering them and what they

want to change.

Listen to other participants and make an effort to understand their

views.

Be willing to take responsibility for their behavior.

Be willing to compromise.


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an Interpersonal Conflict (contd)

2. Arrange for all parties to confront the problem.

Select a time as soon as all parties have cooled down.

Meet at a place that is neutral for all parties.

3. Have all participants describe their interpersonal conflict in clear

terms and describe behaviors, feelings and desired changes.

Direct participants to use I, not you, and to focus on specific

behaviors and problems, not on people.

4. Ask participants to restate what the others have said.

5. Summarize the conflict based on what you have heard and

obtain agreement from all parties.


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an Interpersonal Conflict (contd)

6. Brainstorm to find solutions:

Ask each party to offer a solution.

List all of the options presented (either verbally or on a flip chart).

Discuss all options in a positive manner.

Rule out any options that parties agree are unworkable.

7. Summarize all possible options for a solution.

8. Assign further analysis of each option to a participant.

9. Obtain agreement on next steps.

10.Close the meeting by having all parties shake hands, apologize

and thank each other for working to resolve their conflict.


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Supervisors Responsibilities During

a Conflict Resolution Meeting

During a conflict resolution meeting, it is important for the

supervisor to:

Address the real issues.

Speak openly and honestly.

Listen well.

Express strong feelings appropriately.

Remain rational.

Review what has been said.

Learn to take as well as to give.

Avoid harmful and negative statements.


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Questions? Comments?


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Summary

Interpersonal conflicts that occur in the workplace are

struggles between at least two individuals who perceive

interference, lack of cooperation or lack of resources needed

to perform their work.

Some of the causes of interpersonal conflicts are differences

between employees, excessive competition, internal personalconflicts, romantic relationships or sexual tensions, and drug-

or alcohol-related behavior.

Supervisors may help reduce the number and severity of

these conflict by emphasizing that employees treat each other

with respect, dignity and fairness, establishing a supportive

instead of defensive climate and providing training.


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Summary (contd)

The first step a supervisor must take to resolve an interpersonal

conflict is to seek agreement from all parties on following rules

such as treating each other with respect, dignity and fairness,

and listening to each other and being willing to compromise.

Other steps include arranging a neutral place for parties to

meet, encouraging parties to communicate openly,brainstorming, summarizing and obtaining agreement on the

next steps to follow.

It is important for a supervisor in a conflict resolution meeting to

address the real issues, speak honestly, listen well, review what

has been said and avoid harmful, negative statements.


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Managing Interpersonal Conflict_FINAL

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