Maximise benefits of conflict resolution

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A recent study has revealed that 98% of HR leaders are charged with handling conflict at work, and business environments with heightened instances of conflict experience greater turnover, increased sick leave and absenteeism, unproductive use of valuable time and increased legal costs.

The survey, conducted by US-based Employee Development Systems (EDS), found that 81% of HR professionals have experienced an employee resigning as a result of conflict, and 77% have seen it result in increased absenteeism.

After canvassing the experiences of more than 350 HR professionals, common root causes of workplace conflict included:

1. Warring egos and personality clashes (86%)

2. Poor leadership (73%)

3. Lack of honesty (67%)

4. Stress (64%)

5. Clashing values (59%)

However, EDS found that when conflict is handled effectively, it can actually become a catalyst for positive changes in organisations.

The survey found that in instances where HR has effectively resolved conflict, 57% have seen better problem solving, 31% have witnessed increased motivation, 77% reported increased tolerance of others, and 40% saw an increase in overall team performance.

According to Edie Hester, a conflict resolution and communication specialist, when conflicts arise among staff:

1. Impose a deadline to resolve the conflict. In a non-threatening way, make sure that your staff understand that when people waste time arguing, everyone loses eventually.

2. Have staff members find a common point they can agree on. When people are in disagreement, they often fail to see what they have in common, because they are only focusing on their differences. If you can get them to find commonality, staff are more likely begin working together to find a solution.

3. Encourage people to focus on what they are prepared to accept, rather than what the other person did ‘wrong’. When staff are in conflict, they will want to point the finger at the other person, rather than stating their needs.

4. Ask staff to specify their preferences, rather than making demands. Get them to prioritise preferences if there is more than one.

5. Reverse roles. Ask each person to consider the validity of the other person’s point of view.  Each party may come to understand the other's viewpoint and reach a compromise.

6. Ask people to remain objective and professional when dealing with one another.

7. Reinforce employees' self-esteem. Don't let those who didn't get what they wanted feel like “losers” or that they were wrong.

8. When other efforts fail, use a third party to settle disputes. An objective mediator can assist with a solution that suits both parties.

 

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