{"id":7900,"date":"2019-11-07T03:00:00","date_gmt":"2019-11-07T11:00:00","guid":{"rendered":"https:\/\/www.pinnaclehrs.com\/how-not-to-deal-with-workplace-conflict-2\/"},"modified":"2020-09-30T10:39:02","modified_gmt":"2020-09-30T17:39:02","slug":"how-not-to-deal-with-workplace-conflict-2","status":"publish","type":"post","link":"https:\/\/www.pinnaclehrs.com\/how-not-to-deal-with-workplace-conflict-2\/","title":{"rendered":"How (NOT) to Deal\u00a0With\u00a0Workplace Conflict"},"content":{"rendered":"

Interpersonal conflict is something every workplace has to deal with at some point. When people work in close quarters<\/span>, there is bound to be some type of friction that comes to the surface and needs to be dealt with. <\/span> <\/span><\/p>\n

Sometimes the people in the conflict are able to work it out themselves. This usually happens if both people are willing and able to sit down with each other and hash things out. However, there are many people who are uncomfortable with directly addressing issues and conflicts and who will do anything to avoid uncomfortable conversations. <\/span> <\/span><\/p>\n

This results in passive aggression, negativity, decreased productivity<\/span>,<\/span> and team d<\/span>y<\/span>sfunction which can spread and begin to negatively <\/span>a<\/span>ffect other employees. Conflicts like these are best solved<\/span> quickly<\/span>,<\/span> and strategically<\/span>,<\/span> and often guided by management<\/span>.<\/span> <\/span><\/p>\n

Unfortunately,<\/span> if leadership isn’t prepared to handle conflicts correctly, they can have a much greater negative effect on the situation and will end up making it worse for everyone.<\/span> Here are a couple<\/span> leadership practices that are guaranteed <\/span>NOT<\/span> to succeed in solving a conflict.<\/span> <\/span><\/p>\n

Avoidance <\/h3>\n

We know you’re busy. You’ve got a million things on your plate and goals and quotas to meet. So that argument between Tim and Kathy on the production team just doesn’t seem important enough for you to prioritize today. Oh sure, you’ll get to it, but it not today. Maybe tomorrow. Or next week? You’re hoping that maybe by then, it’ll just go away.<\/span> Spoiler alert: it won’t. <\/span> <\/span><\/p>\n

Avoidance can come in many different forms. For instance, say you’ve talked to Kathy and Tim separately and heard their different sides of the story, but you haven’t yet set up a meeting with both of them together. It might feel like you’ve made some progress after hearing them both initially. People often feel better after they’ve had a chance to get their story out and feel heard. Th<\/span>is<\/span> might have <\/span>even <\/span>deflated their frustration for the time being. But <\/span>it<\/span> won’t last. <\/span> <\/span><\/p>\n

No one likes to have uncomfortable conversations, and you’re no exception. Being in leadership doesn’t mean you’re automatically exempt from having the same reservations about confrontation as the rest of humanity. <\/span>You may be a good problem solver and a good listener, but if you just stop at having individual conversations and don’t move forward to confronting the issue together, you’ve halted the healing process. <\/span> <\/span><\/p>\n

Separation <\/h3>\n

Keeping people apart when they are fighting might work with children, but it isn’t a sustainable solution for dealing with conflict at the office. Employees must be able to work together and rely on each other as a team. Just trying to give them different projects and hoping they won’t run into something that requires them to work together isn’t going to help you or them in the long run. <\/span> <\/span><\/p>\n

Just listening to their individual stories and sending them in different directions is setting your team up for failure. Plus, it’s setting an unhealthy standard for how your company handles interpersonal conflict. <\/span> <\/span><\/p>\n

It’s better this way <\/h3>\n

Unless you take the step to get them talking face-to-face, you’ve just put the problem on hold, not dealt with it. Having a functional, healthy team should be a top priority for any leader. <\/span>T<\/span>h<\/span>e ch<\/span>ances of meeting your goals w<\/span>ith <\/span>a robust team working together are much greater than working with <\/span>a <\/span>dysfunctional team and their infighting. <\/span> <\/span><\/p>\n

Taking an hour out of your day <\/span>today <\/span>to solve a conflict will save you hours of <\/span>cleanup<\/span> work later down the road. <\/span>It’ll also <\/span>ensure<\/span> that the conflict doesn’t expand and begin to affect other team members. <\/span> <\/span><\/p>\n

Constructive confrontation = solution <\/h3>\n

If you’re uncomfortable with confrontation, or not sure how to go about mitigating the conflict, it helps to go in with a plan. <\/span> <\/span><\/p>\n