People often ask - why can't
we all just get along and live in a conflict-free society? The fact is people have always dealt with conflict, and researchers
have found it to be prevalent in every area of human relations.
There
are several reasons why people have disputes. There are cultural differences, gender differences, scarce resources,
inequalities, religious differences, style differences, incompatible goals, and that's just the beginning.
Additionally, a number of studies, suggest that at least 10% of the U.S. population has some sort of personality disorder.
That includes depression, bipolar disorder, and borderline personality disorder, to name a few.
In the workplace, it gets even worse. Unfortunately, bullying is a frequent complaint;
as is harassment and retaliation. The EEOC recently reported that workplace harassment and retaliation is on a sharp increase. Additionally, employees compete for promotions, raises, and recognition.
There are conflicts between employees and their bosses, bosses and their bosses, intragroup and intergroup conflict, among
executive staffs, boards of directors, divisions and programs for funding...it goes on and on.
In fact, it has been said that the workplace is a veritable petri dish for conflict. It makes you wonder
how anything gets done at all. One might think that in the company agency, conflict may be the very essence of what the organization
is about, and if conflict isn’t happening then the organization has no reason for being. One survey reported that over
85% of workers reported conflict at work, but state that this is a natural workplace occurrence. What is paramount is how
workplace conflict is handled.
Just as unresolved conflict
can spread through an entire family, it can also affect a whole organization, reaching far beyond the principal parties. The
continual avoidance of a problem can seep throughout the organization, affecting everyone who interacts with each other. This
causes employees to take sides, waging a campaign discrediting the other group; thus setting destructive forces in motion
that decrease productivity, and lower morale.
The recognition of the
prevalence of conflict at work has led to mediating and arbitrating conflict in the workplace. Negotiation occurs in conflict
resolution when the parties recognize their interdependence, have been able to establish their concerns, are willing to work
on both incompatible and overlapping goals, have been able to establish enough power balance so people can come to the table,
and when procedures are in place so people can talk to each other in problem-solving ways.
Thus, we think of negotiation as the active phase of conflict resolution when people generate options,
brainstorm ideas, give and take, and attempt to get their mutual goals met. Negotiation can be either competitive, “I
want my goals met, and I don’t care about yours” or collaborative “We have to reach a mutually satisfying
conclusion. Negotiating involves active engagement, not avoidance.
Remember
that conflict in general isn't necessarily a bad thing. If it's open, respectful and direct, it helps in dealing with
issues and building consensus. Fortune 500 companies are famous for having a culture that embraces conflict. It's called "constructive confrontation," and it's helped Intel to become the world's most powerful chip company.
At DecisionOne we are leaders in an emerging field that integrates people issues and business issues
through the lens of conflict management, organizational effectiveness, leadership, and dispute systems. We know business,
we know people, and we know how to work with you to help you work better.
Contact us for a free consultation at (985) 234-9416
