Create Dynamic Dialogue, Decrease Conflict in the Workplace
By Laurie Taylor
Conflict. Confrontation. Most of us hate it. We avoid it. We simply hope it goes away.
The negative effects of unresolved conflict include:
-- Decrease in productivity
-- Lack of focus on company objectives
-- Loss of respect for leadership team
-- Destructive gossip
-- Covering up underlying, hidden problems
-- An erosion of trust with leadership
-- Higher turnover
-- Lack of buy-in on critical issues
If you manage people, you have conflict. If you want to decrease conflict, you have to set the stage for behaviors you want and be very clear about behaviors you don't want in your employees.
Here are four secrets to making conflict and confrontation easier to handle and how to encourage the type of behavior you want out of your people.
1. Be very clear on what behaviors you will tolerate and which behaviors you won't tolerate and communicate those beliefs to your direct reports.
Conflict arises for many reasons: deadlines that cause people to be short-tempered; personality conflicts; lack of information; a misunderstanding; competition. There is no way to avoid conflict in the workplace. At the very least, however, a manager should define how they want people to behave in good and bad situations.
In most situations, this basic rule requires the company to have a defined set of values that are a part of the company's culture. Whatever behaviors you want people to demonstrate, clearly articulating them as values helps define how people should act. If respect is a value, make sure you have had the discussion about what respect means. Don't make the mistake of thinking you can't be responsible for how someone in your company behaves. You can and you should outline acceptable behaviors. This one step alone will reduce conflict and confrontation.
a. Establish clear values.
b. Outline acceptable and unacceptable behaviors.
c. Demonstrate behaviors through walking the talk and expect everyone to do the same.
2. Clarity on expectations helps eliminate those uncomfortable conversations.
Lots of managers make the mistake of thinking if they simply demonstrate how they want people to behave, that will suffice. Unfortunately, you can't assume your direct reports are picking up those signals. I hear all the time, I thought they knew what I wanted. We all know how assumptions work. They don't. So make sure that from the minute a new employee is brought on board, you have clearly defined job descriptions, clearly defined performance management plans, and clearly defined expectations on how that employee will be evaluated. And you are communicating these expectations on a weekly basis.
a. Make sure all positions have clearly defined job descriptions.
b. Set up performance plans that outline expectations for employees.
c. Communicate individual expectations weekly and company-wide expectations monthly.
3. Communicate, communicate, communicate.
You can't do it fast enough and you can't do it often enough. If you are the CEO of a company, your employees look to you to communicate critical information. As a manager in a company, never underestimate the value you play in setting the tone and the confidence level of your division or department. At all levels of an organization it's important to implement a defined and intentional communications plan that outlines who needs to know what, when and how the information will be distributed. A manager should never miss the opportunity to communicate information.
a. If you are the CEO, set the tone and level of confidence for the company in every communication
b. As a manager, set up your own division or department communication plan
c. Know what critical messages need to be communicated and why
4. Watch for behaviors that cause turmoil and be prepared to address it immediately.
It's going to happen. Conflict and confrontation are a part of us being human. So first, expect it. Second do what you can to lay the groundwork to minimize it. Third, when it happens, take it on right there and then. That doesn't mean dress someone down in front of others. We all know that one is a no-no. However, in more cases than not, a manager will witness behavior that is counter productive and choose to ignore it. If behavior isn't corrected when it happens, it's very easy for the person who behaved badly to challenge you when you do get around to bringing it up. You lose every time in that discussion.
a. Expect conflict.
b. Lay the groundwork on how to handle it when it occurs.
c. Address any and all levels of conflict as soon as it's noticed and deal with it directly and honestly.
Too many companies allow bad behavior to languish and define the culture of a company. It is up to anyone that manages people to set the boundaries for behavior and expectations in their company.
Begin a dynamic dialogue about what you value as a company. Don't let assumptions about behavior become the standard for your company. Direct that behavior and monitor it daily.
About the author
Laurie Taylor helps business owners solve problems that impact their ability to grow a successful company. Find out more about Laurie's business growth programs at http://www.igniteyourbiz.com. from http://www.FreeArticlesAndContent.com
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