Conflict looms whenever people of differing personalities and perspectives work together. When they are confronted with issues and difficulties in the workplace, talk is inevitable. Discussion of issues usually starts on the sidelights resulting to gossips and backbiting. Or it can escalate into argumentation. When arguing sides push their standpoints further to a point of disrespecting the other sides, real conflict blows-up.
Talk is imperative in any human interaction. Hence, formal discussion of matters related to work must be done on a regular basis or whenever deemed necessary in order to give the workforce opportunity to talk about issues and concerns, raise suggestions for possible resolutions, and express opinion and insights relevant to the improvement of work. This enables management to harness the perspectives of workers in resolving possible triggers of conflict. This is what conflict management is all about. Conflict is best managed before triggers happen. Triggers of conflict can come subtly in the form of gossip whispers or as bold as rants and tirades. Human frailties can get in the way of human intentions. Feelings of envy or jealousy can worsen into prejudices and resentment. Suspicion or doubt can aggravate into distrust and defiance. Apprehension and fear can ignite disobedience and non-cooperation. These sorts of triggers are best addressed before not after they escalate into real conflict that is far more complicated to handle. Conflict happens when issues and concerns are not formally discussed. With periodic formal talks in the form of gripe sessions, meetings or conferences, ideas are free-flowed usually with good intentions. It enhances understanding and prevents disputes. It enables management to proactively make use of human ideas and opinions for the improvement of work. Human resource management involves conflict management. If you are a manager handling a pool of dynamic workers, you need to learn the following techniques in managing conflict: 1. Be aware of triggers of conflict and get into the bottom of it. Know every single issue that concerns your workers and address it before it blows up into conflict. Investigate further to know all sides of the issue. You can only do so if you are attuned with your workers. Go down to their level so you can better manage them. 2. Take a rational approach to conflict. Your workers may be emotional towards issues especially if it directly affects them. Never partake with their emotions; show empathy but deal with it rationally. Forge a reasonable discussion and resolution of issues. 3. Stand as moderator. As moderator, you take control of the discussion. Ensure that everyone gets enough time to express but in a manner that is cordial and respectful. Always direct the focus of discussion into the main issue. Gather all the suggested possible resolutions. End the discussion in an atmosphere of mutual understanding. 4. Devise collaborative measures. Devise measures to resolve the issues based on suggested resolutions by the workers. In doing so workers feel counted and will collaborate in the implementation of the measures. 5. Always follow through. Evaluate how things are going. Know how the measures are addressing the issue and where the loopholes are. Devise mitigating measures to improve on. Conflict management is not a one-time thing; it is a cycle of perfecting human cooperation and collaboration. It is a process that never ends alongside human resource management.
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