Managing workplace conflict

Matthias Ruziwa HR Issues
Managing conflict at work is becoming an increasing challenge for employers. To prevent this, it is essential that line managers have the skills, knowledge and confidence to identify and manage workplace disagreements. Line managers can be both the solution to, as well as the cause of, workplace disputes.

Management of conflict is a learned skill that some people manage better than others — but the first and primary element is to understand the essential elements of managing conflict and address them. The Zimbabwe Labour Act (Chapter 28:01) and in most cases provisions envisaged in registered employment codes of conduct, emphasises the importance of managers having the knowledge, skills and confidence to be able to intervene at an early stage to nip disputes in the bud before they escalate. In this article, the writer will give highlights on how line managers can effectively manage conflicts at the workplace.

Dealing with conflict head on

Taking action to manage conflict can appear quite daunting to some line managers, but it’s a core part of their role and responsibilities. If managers ignore unacceptable behaviour, problems will escalate until the disciplinary process has to be used or a formal grievance is lodged, by which time it will be much harder to achieve a successful resolution. Potential sources of conflict at work include, excessive personal use of the Internet or email, poor attendance and time-keeping, any form of bullying behaviour or harassment, any form of discriminatory behaviour, unacceptable language, theft, drink or drug problems etc. However, frequently it is the more subtle behaviours that over time, if not confronted, will lead to workplace disputes. Managers should not ignore underlying tensions that are developing in their teams. It’s vital that line managers have regular informal one-to-one conversations and catch-ups with the people they manage so that these kinds of issues can be aired naturally where possible.

Protecting employees by removing them from conflict situations

Managers also need to understand what to do if a conflict does blow up into a major disagreement. If someone loses their temper then it is important that they are taken out of the situation or away from the person or people that the dispute is with until they calm down. If this does not happen then the danger is that someone will do or say something in the heat of the moment that could become a bigger source of grievance than the original problem. Once the disputing parties have been separated it will then be possible to have a calmer and more rational conversation about what sparked the disagreement and start to consider possible resolution.

Removing a disruptive team member when necessary

In some circumstances there may be personality clashes that are hard to resolve and remain an on-going source of tension, or a particular member of staff who consistently causes tensions and conflict. If this is the case then the line manager should consider whether there is any chance of moving the individual to a different job role or team, which they may be more suited to. Any change would have to follow full consultation with the individual.

Alternatively, if an individual’s behaviour is consistently disruptive and does not improve after attempts have been made to resolve matters informally then the line manager will have to consider using the disciplinary process. The disciplinary process will ensure that the individual concerned understands the seriousness of the situation. Recognising the point at which informal approaches to resolving disputes have failed and when formal disciplinary action must be taken is an important judgement that line managers have to make. HR can provide useful advice at this point.

Monitoring team relationships

In any team there will be tensions or disagreements that arise from time to time, but line managers should be aware of signs that serious disputes are developing. Line managers should also be aware that different personality types will deal with conflict in different ways. Some people will show their annoyance very quickly and openly, for example by confronting someone as soon as their behaviour bothers them, or making their displeasure over work issues very clearly known.

Other people may on the surface appear more laid-back and tolerant but will be gradually getting more annoyed by a colleague, their manager or a work problem until they lose their temper spectacularly, often over something quite minor that has proved to be the last straw. Some individuals will sulk and become withdrawn when they have a grievance.

This is why managers should try and get to know the employees in their team or department as people and find ways to have regular informal conversations to help them pick up on issues that are beginning to fester away beneath the surface.

Acting as a role model

Managers must be seen to set an example by being seen to follow the organisation’s policies and procedures. If managers don’t comply with company policy on, for example, reporting absence, then it is difficult to expect employees to do the same. Managers must also set an example by not showing favouritism. In social situations managers must also be careful not to let their hair down in front of the people they manage to the extent that they regret or are embarrassed by their behaviour when they are back in a work environment.

Showing no interest in office politics or gossip

Office politics and gossip can be a source of disputes at work, as they can cause anxiety, uncertainty and resentment. A certain level of office gossip is inevitable and need not cause any problems, but managers should avoid adding fuel to the fire by joining in and adding to any speculation.

Where gossip is malicious, managers should intervene and spell out clearly to those involved that spreading unsubstantiated rumours is unacceptable and could be construed as bullying or harassment. A manager who has a reputation as an office gossip or politician is unlikely to be trusted and will not be seen as someone an employee can go to discuss any home or work difficulties they may be having.

Integrity

If managers are to create a working relationship with the individuals that they manage that is based on mutual trust and respect, then they have to make sure that they protect people’s privacy and respect confidential information.

People who trust their line manager are more likely to talk to them if they are having difficulties, whether in the workplace or at home, that might lead to or contribute to conflict at work. Someone who has suffered a bereavement or is going through a relationship breakdown may well be more emotional and have a lower tolerance level at work than they would do under normal circumstances.

• Disclaimer: Opinions expressed herein are solely those of the author. Matthias Ruziwa is an experienced and progressing Strategic Human Resource Practitioner based in the Midlands Province, City of Kwekwe. You can contact Matthias at the following email address: [email protected] <mailto:[email protected]> /whatsapp 0773 470 368