Managing Interpersonal Conflicts

in the Workplace
Training for Supervisors

Introduction

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

This question, as many of you may remember, was asked in the worst
of circumstances by a man severely beaten during an arrest. But many
of us ask this question on a daily basis. In personal and family
relationships, in schools and at work, interactions among people are
often fraught with disagreements. In workplaces, supervisors frequently
have to address serious and ongoing interpersonal disputes. These
disagreements usually involve conflicts between their employees and
themselves or quarrels between co-workers. It is important for
supervisors to understand what causes interpersonal conflicts and how
to revolve them.
This sample presentation is intended for presentation to supervisors
and other individuals who manage employees. It is designed to be
presented by an individual who is knowledgeable in managing
interpersonal conflicts and with the employers own policies and
practices. This is a sample presentation that must be customized to
match the employers own culture, policies and practices.

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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:
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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 HR
scheduled 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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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 a
grudge 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 criticize
each 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 and
settling 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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Steps to Follow in Addressing

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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Steps to Follow in Addressing

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 personal
conflicts, romantic relationships or sexual tensions, and drugor 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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Course Evaluation

Please be sure to complete and leave the evaluation sheet you

received with your handouts
Thank you for your attention and interest!

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