CONFLICT IS FAVORABLE WHEN MANAGED CORRECTLY

The word conflict has two definitions in Chinese: First danger and second opportunity. As hereby implied, we should regard the conflicts that occasionally arise at work as a gift to our relationships –particularly if the relation involves individuals who have to share their hours working together. Conflict is useful for escalating the relationship to the higher level, giving it strength and dynamism. It should therefore be perceived as an inherent part of healthy communication from the very beginning onward, because no relationship that indeed is healthy can preserve a constant frequency level, proceed on a linear platform or route. Ups and downs create a cycle, in turn helping the relationship to breathe. Here, it is important to have cycles, not breaking points.

Unfortunately, its dangerous face will appear if conflict is not managed well. And this will not only lead to miscommunication but also generate negative impact in many aspects from productivity to quality, from team working to delegation.

Conflict management may become more difficult and last longer especially if people cherish clichés and assumptions about one another. Factors such as problems encountered in daily life, economic or health issues, further aggravate the management of conflicts that are experienced in business life.

In fact, there is a way of resolving conflicts with a win-win approach, in other words, creating solutions in which none of the parties loose or suffer. To accomplish this, however, one has to be able to look at the situation through the others’ eyes. The perspective essential to resolving conflict is to acknowledge that “every individual sees the world through his/her own window.” 

Watch out for Passive Conflicts
One of the most serious patterns of conflict in the workplace is to refrain from conflict. It reveals itself in the forms of feeling offended, ignoring, disobeying instructions, habitual tardiness and forgetting. The important thing is to be able to perceive conflict as a part of life, to be able to focus on managing the conflict instead of endeavoring to prevent it.

The Role of the Manager
If a manager intends to constructively resolve the conflict, he or she should not take action in front of the group but talk to the individuals one on one, creating the appropriate time and circumstances for that matter. It is crucial that the “listen to understand first, then talk” principle is used in conflict resolution. Reflecting, empathizing and letting the individual perceive your empathy through active listening are important.

Conflict that may occasionally arise between two managers may stimulate the conflict among their subordinates. Unclear corporate communication policies, procedures, regulations and job descriptions, employee-specific approaches may lead to conflicts.

To summarize, …

Reasons of Conflict in Workplace
• Unclear job descriptions,
• Insistence on individuals claims,
• Accumulated anger and miscommunication,
• Pressures managers put on employees,
• Stressful business life,
• Inability to immediately resolve issues.

How to Prevent Conflict?
• Encourage open communication,
• Support team working and cooperation,
• Clarify job definitions,
• Resolve problems as quickly as possible,
• Provide periodical training to all employees on personal awareness, conflict management and other related topics,
• Ask employees to express their problems in meetings,
• Support creativity,
• Reduce stress causing factors.

How to Resolve Conflict?
• Do not ignore conflict,
• Managers should talk to parties individually,
• Investigate the problem thoroughly,
• Following one-on-one discussions, try to bring together the employees on a common ground,
• A manager must be a good listener,
• Managers should know how to empathize with the employees’ problems,
• Expert help should be obtained if the conflict cannot be resolved,
• Legal remedy may be sought if the issue cannot be resolved with expert help or becomes intractable