One of the hardest challenges any CEO or manager can face is dealing with workplace conflict. Even in workplaces with a healthy culture and collegial atmosphere, disagreements will happen. It’s simply a fact of life, whether at the office, in the boardroom, or on the factory floor. People don’t always get along, perspectives clash, agendas are at odds, and, before you know it, you can have a full-scale battle on your hands.
These tough times will certainly test the mental stamina of any leader. However, the good news is that managing employee conflicts in a healthy way will boost morale—plus help build a more resilient culture where differences can be aired rather than repressed. Here’s what to know.
Types of conflict and how to manage them
Conflict within the workplace can take several distinct forms. These may be dependent on the kind of work environment, the team size, the characteristics of the people involved, and several other factors. Recognizing the issues at the core of any conflict is key to managing it well. In general, conflicts can be categorized as follows:
Disagreements about the work itself
This kind of conflict is most likely to arise when there is a shared project and the success rests on people’s ability to complete the job together. Typically, each person will take on one or more particular tasks. Arguments can occur over how the work is to be split up, when each piece needs to be finished, who takes the lead for which part, what is most important to prioritize, and so on.
There is ample fodder for squabbles as team members plan how to achieve the project goal together. The best way to minimize the potential for these types of arguments is to define the scope of the work clearly and help the team develop clear roles at the outset. Having a project plan and timeline will assist immensely. It’s not necessary to micromanage every little detail, but if these disagreements arise, it may be a sign that the leader needs to provide more structure and organization.
Disputes about how to do the work
In these instances, you will see people being at odds with one another due to their different working styles. Some people are naturally collaborative and will seek out opportunities to work closely with colleagues on a task. They check in with co-workers frequently to discuss their ideas and request feedback. However, not everyone thinks team brainstorming is time well spent. Other individuals might achieve more by having time to focus inward and work alone for a period before rejoining with the group.
While disputes like these occur more often on shared projects, they can also happen in workplaces where people are more focused on their own discrete responsibilities. A culture of collaboration is great as long as everyone is able to use their strengths and have their preferred working style accommodated. Leaders who take the time to find out how their staff like to work and take this into account when designing a project and assigning roles are better able to avoid such conflicts.
Clashes of personality
Personality conflicts can be among the most difficult to manage because they arise from fundamental aspects of identity. Certain individuals may have a larger-than-life personality—they’re extroverts who seem to take over a room when they enter. At the other end of the spectrum are those who are quiet or shy. And of course, there are a range of types in between, plus other aspects of personality, like one’s values, sense of humor, intelligence, creativity, openness to new experiences, and so on. Some people just don’t like each other, on a personal level. They have different ways of seeing the world and relating to other people, so some friction is likely .
Some personality conflicts can be headed off by considering personality when hiring. Some people, even though they have plenty of technical skills, can’t get along with other people. They’re inflexible, quick to insult or take offense, condescending, or just plain unpleasant to be around. Avoid these people like the plague!
Even without toxic employees, conflicts related to personality can still arise. In this case, the role of the leader is first to know their staff well enough to appreciate their personalities, and delegate roles and responsibilities appropriately. Modeling tolerance, respect, and patience as a leader is also key. People may be different, and some people won’t ever get along as friends, but most can still be civil and work together when they feel respected.
Leadership conflicts
Leading any team is a big responsibility. You may find conflicts between yourself and team members due to how you manage your team. Leadership approaches can vary tremendously; some individuals have a more hands-on way of getting the job done, while others give their staff a fair amount of independence. What is important to remember is that not every employee will do their best work under your particular brand of leadership. In turn, the success of the team’s project could be in jeopardy or, at least, be diminished.
Being aware of your leadership style and how it impacts your team is the first step toward avoiding these conflicts. Foster open communication with your team, asking what they need and actively listening to their responses. After that, it’s up to you to see if you can modify your leadership style to support your team better. Keep in mind that you may need to differentiate your leadership across your team—for example, giving some employees more independence and others more structure, as they require.
Conflict is normal—do it right
Some degree of conflict is not only inevitable, but healthy. It can be a sign that people are free enough to express their own opinions or empowered enough to have control over their own work. The key to managing team conflicts is to identify the source of the friction and address it rather than trying to bury it or ignore it. This is critical to building a workplace culture you can be proud of.
Bill Malloy 