How to manage conflict: a 5 step plan

Conflict arises in all work-situations. If you are a manager then at some stage it will be your job to resolve conflict, even if you are not directly involved. Finding and implementing solutions to problems involving people is far trickier and more sensitive than solutions to problems with the schedule or budget. Dealing with late delivery or going over budget on a project are covered in any project management training course. However, this article concentrates on the trickier aspect of dealing with people.

Calmly following this five step plan will lead to smooth and swift resolution of staff conflict and greater success for your team.

1) Identify problem

This may take some investigation. Find out who is involved in the issue, when the disagreement started, what the conflict is about, and what impact it has already had on the workplace or the team performance.

If you are uncertain about who is involved in the issue, you might have to call a general staff meeting. Often, however, it is more appropriate to meet privately with the individuals involved.

2) Hear all perspectives

It is vital that you, as manager, listen to all the relevant perspectives.

Even if you disagree with one (or all) of the participants, you must avoid giving any impression of partiality. Allow each staff member involved the opportunity to explain his or her case. If the conflict is between several groups, then ask each group to elect a representative.

Body language is an important way of managing a sensitive meeting or situation. Keep a neutral expression and tone of voice to indicate fair-mindedness. Keep your eyes on whoever is speaking, avoiding external distractions, to encourage everybody to respect the speaker’s right to be heard.

3) Identify the ideal end result

Even if the ideal result is blatantly obvious to you, it is best to follow this step of the procedure thoroughly, and with the full involvement of all the main participants. Including identification of the end goal as a standard (and overt) part of your conflict-resolution plan demonstrates the ultimate importance of the end result.

The truth is that while there is inevitably some overlap between different forms of management, each of the methodologies named above has been carefully tailored to a particular set of circumstances and requirements.

Ask everybody involved to contribute ideas to a brainstorm, and, if appropriate, to explain the rationale behind their suggestions. If you already have an end result in mind, then try to shepherd your staff members towards this goal without making the suggestion yourself.

4) Figure out a realistic way to achieve each person’s goal

Again, the key to this is to involve all participants. Discuss the importance and possibility of achieving each goal, and how the individual goals link to the ‘ideal end result’. Ask staff members for suggestions as to how this might be achieved.

The aim is to change the focus of the conflict from “How do I get my way?” to “How do we achieve this goal?” Involving your team will encourage group cohesion. Even if those in conflict do not resolve their personal difficulties with each other, it is vital that they learn to work together – finding a solution to the problem that their conflict has caused is the perfect place to start.

5) Agree a compromise

When you have found a way around the issue, put it down in writing. Make sure that everybody knows what is expected of them, and that everybody agrees on the plan-of-action. Elect somebody neutral to keep an eye on the conflict, and to alert you if any member breaks their agreement.

Dealing with conflict can be a simple procedure, as long as you show fairness, firmness and a dedication to the team’s shared goals.