Team and Conflict Handling

- Dr. Enid Masih

and Ronald Mani

JSBS, SHIATS University

Understanding Conflict

Conflict is a natural part of any team or relationship. It

can be healthy or unhealthy for the relationship,
depending on how it is handled. When conflict is handled
constructively, it promotes growth and problem solving.

Understanding Conflict

The body builder knows that resistance actually grows and strengthens muscles.
Resistance can have the same effect on teams. In teams, that resistance comes
from the natural and necessary differences in such areas as background, training,
personality style, values, pace, or priority. Blended together, these differences can
create a balanced team represented by all perspectives.

Understanding Conflict

On the other hand, when differences are judged or

stereotyped by team members, the assets potentially
gained from diversity become liabilities. Resolving
differences constructively is a key team leadership skill.

Understanding Conflict

As people live and work together every day, they bring their
histories... their past experiences, their family and social influences,
and their work experiences. From all of these sources, they've
formed attitudes and beliefs, which get played out on the workplace
stage every day.

Some common areas of

conflict

1. Preferred methods

Some people think that "my way is the right

way." Even those who are not so rigid often
secretly harbor the belief that they have
learned the most efficient and effective ways
to do things, and that others should really
listen to them. The fact is, there are many
right ways to get to a desired outcome.

2. Sharing of resources

In today's environment where people are being

asked to do more with less, there is often conflict
over people, budgets, tools of technology, and
even supplies. When the resources are limited,
conflict is often a by-product.

3. Priorities

Various people in the workplace

are responsible for accomplishing
their job tasks, and they are often
on different timetables than those
around them. Often people
mistakenly think that others

4. Personality style
differences

People have different personality and

social styles, all of which are important
for effective teamwork. However, even
good intentions often cannot prevent the
misunderstandings that can occur
between people who think differently,

5. Power struggles

The underlying need for control and

power is at the root of many conflicts
in the workplace. Who will have what
information? Whose work area is the
most spacious or prestigious? Whose
opinion counts most in the final
solution? These are fertile fields for
conflict.

6. Values

Underlying every serious conflict is a value

struggle. People in the workplace judge
their own behavior as well as those of
others by what they believe should be
done, by the values that they hold. The
lack of trust runs most deeply when the
individuals involved perceive that the
others involved come from an opposing
system of values.

Recognizing these sources of conflict in

the workplace is the first step toward
being able to do something about
them. Constructive discussion of
these differences can build bridges
over which ongoing dialog and work
can freely pass.

 Handling Workplace
Conflict

When conflict in the workplace is

handled constructively, it promotes
growth and problem solving.

 Handling Workplace
Conflict

Identify the problem. Make sure

everyone involved knows exactly
what the issue is, and why they
are arguing. Talk it out until
everyone agrees that there is a
problem, and understands what
the key issues are.

 Handling Workplace
Conflict

Allow every person involved to clarify his

or her perspectives and opinions about
the problem. Make sure everyone has an
opportunity to express an opinion. If
necessary, establish a time limit (say,
five minutes per person), and make sure
each person sticks to the limit while
stating his or her case. It is your

 Handling Workplace
Conflict

Identify the ideal end result, from

each partys point of view. It might
surprise everyone to discover that
their visions are not so far apart after
all.

 Handling Workplace
Conflict

Figure out what can realistically be

done to achieve each individuals
goals. If action is taken, how will this
affect other projects and objectives?
Will the end result be worth the time
and energy spent? If the attempt
fails, whats the worst that can
happen?

 Handling Workplace
Conflict

Find an area of compromise. Is there

some part of the issue on which
everyone agrees? If not, try to
identify long-term goals that mean
something to everyone, and start
from there.

 Handling Workplace Conflict - preventive

measures

A little forethought can go a long way

toward preventing conflicts among
coworkers. To minimize the incidence
of spats, here are some preventive
measures you can take:

 Handling Workplace Conflict - preventive

measures

Bring issues out in the open before

they become problems.

 Handling Workplace Conflict - preventive

measures

Be aware of triggers, and respond to

them when you first notice them.

 Handling Workplace Conflict - preventive

measures

Have a process for resolving conflicts

bring up the subject at a meeting,
and get agreement on what people
should do in cases of differing
viewpoints.

 Handling Workplace Conflict - preventive

measures

Make sure everyone understands the

companys goals and expectations,
including what's expected of each
individual. Be as clear as you can
about job descriptions,
responsibilities, and territories.

 Handling Workplace Conflict - preventive

measures

Provide appropriate training for all

employees. Teach everyone conflictresolution skills, and expect people
to use them.

 Handling Workplace Conflict - preventive

measures

Recognize and praise

accomplishment. If employees feel
valued and appreciated for the work
they do, they are less likely to jockey
for position and start fights.

 Handling Workplace Conflict - preventive

measures

Discourage gossip, and dont put

people in the position of spying or
reporting on each other. Create
consistent performance review
procedures that apply to everyone
equally.

 Handling Workplace Conflict - preventive

measures

Make sure expectations are realistic

and consistent with job descriptions.

Conflict Managers
Generally speaking, managers who
successfully manage conflicts in their
organizations will experience lower
rates of complaints than managers
who fail to do so. Additionally,
informal resolution of complaints
terminates further administrative
processing and related costs.

Foster a Culture of civility at

work

Finally, old-fashioned civility can bring a sense of peace

and harmony to an otherwise stressful workplace.
Incivility in the office carries a very high price in both
human and financial terms. Conversely, a more civil
workplace environment means a better quality of life
for employees. Higher quality of life for your employees
means higher-quality work, which is indeed an incentive
to all organizations to foster a culture of civility at
work.

 Consider the following. We humans are social

beings. We come into the world as the result
of others' actions. We survive here in
dependence on others. Whether we like it or
not, there is hardly a moment of our lives
when we do not benefit from others' activities.
For this reason it is hardly surprising that most
of our happiness arises in the context of our
relationships with others.
H.H. THE DALAI LAMA

Thank you!