There are always misunderstandings, disagreements, discord and debates in organizations. They can actually be productive in generating new ways of tackling problems and new ideas for improvement. But they can also be disruptive, contentious, and costly for organizations by destroying employee trust – in each other and in management’s ability to resolve them.
Much has been written on conflict resolution. Unfortunately, resolving destructive workplace conflict effectively and positively is one of the most misunderstood and often avoided aspects of leadership. Which is really too bad: building bridges can be one of the most rewarding aspects of leadership.
Destructive Conflict
Put simply, conflict can be described as opposition put into action. Consider this:
Imagine a continuum. On one end, there is artificial harmony with no conflict at all, and on the other there are mean-spirited, personal attacks. In the exact middle of that continuum there is a line where conflict goes from constructive to destructive or vice versa, depending on which direction you’re going. Now, the vast majority of teams I’ve encountered live close to the harmony end of the scale, feeling that any movement toward the middle is one step closer to murder. ~ Patrick Lencioni, The Five Dysfunctions of a Team
When conflict swings to the destructive side of the continuum, it takes on many forms.
One of the most common is in written form. Email and memo wars are prevalent, where chains of conflict can take on a life of their own, dragging bystanders down with them.
Conflict also takes on a verbal form, where arguments not only disrupt the work of those arguing, but interfere with the work of everyone within earshot.
Lastly, but not least, are physical conflicts. Physical combatants require immediate action per law and your company disciplinary policies.
Destructive workplace conflict can be triggered by many events, but here are three major causes:
- Competition—When competition interferes with the ability to complete assignments, it becomes a breeding ground for conflict. Competing priorities and action plans are a prime example. Employees may be put in competition for budgets, time, people or potential rewards. Leaders who can level the priority and resource playing field demonstrate that people are the priority. When they accommodate the overall needs of the team as amiably as possible, they avoid unmerited competitions and the conflict that follows.
- Poor communication—Conflict is sure to appear if people don’t feel informed, or they are not sure of what is expected of them. Speculation and rumors create uncertainty, which can trigger anxiety and elevate conflict. A culture of communication and transparency minimizes gaps in information. Make it your policy to keep people informed and involved in the activity of the organization. Being truthful, without holding back bad news, will earn you trust and greatly minimize conflict.
- Unfair treatment and/or lack of equal opportunities—When people believe that they’re left out, unappreciated or not important, it sets-up resentments, rivalries and conflict. Leaders with awareness and engagement skills create a supportive, understanding and inclusive work environment with equal treatment and consideration that prevents the kind of insecurities that can breed conflict.
What do you think? Where, or how, do you see destructive conflict in your organization? I’d love to hear from you. You can call me at 561-582-6060, or, I can be reached here or on LinkedIn.
