Managing Conflict in the Workplace 

Several studies estimate that managers spend 20% of their time resolving personnel conflicts in the workplace. Instead of focusing on activities that enhance the company’s bottom-line, people in conflict waste time and energy on the conflict itself. Although disagreements regarding corporate strategy can be healthy, personnel clashes can cause anxiety, hostility, and fatigue.

What can a manager do to help resolve conflicts within his or her group? If the manager takes on the role of judge, deciding who is right and who is wrong, there is a strong chance of resentment by the party that was ruled against. A better approach is to function as a mediator, helping both parties better understand their issues so that they can look for a solution themselves. An open and honest dialogue can also quell disputes that arise from rumors or misunderstandings.

One of the best ways to help the parties develop a clear perception of their opposing viewpoints is to have each employee give his side of the story as well as what he thinks is the other person’s side of the argument. After the first person lays out his case, the second person follows the same exercise. The manager’s role is to make sure that both parties have a chance to speak without interruption, to help the employees view their differences as work-related instead of personal, and to encourage the employees to arrive at a workable solution. The most important goal is to help the parties understand each other. Empathy of this kind will often lead to a productive compromise.