Constructive Management of Conflict in Groups

There are several simple ways to manage conflict in groups in the workplace, the first of which is accepting that conflict should be expected when working with several people. The positive outlook on conflict is an effective way to take something that could be counterproductive and help a group or a company grow by understanding each other, what creates conflict among the group, and feedback on how conflict should be treated with individuals. There is no one right way or wrong way to handle conflict since all individuals handle conflict differently. By taking an objective look at conflict, it is easier to manage and confront, making sure to accommodate the differences among a group as a group leader.

Models for conflict management all follow the same general outline, all beginning by evaluating the conflict at hand. By doing so, I think it would help manage the conflict quicker, as opposed to skating around the conflict by avoiding the situation, or only dropping small hints but not the big picture to the other person involved. At the same time, it is important to choose which conflicts to handle and which ones may not be worth the time or effort. After sifting through which conflicts do require time and attention, it is also important to think about which approach to take, because different employees may require a different style. In all cases though, it is important to listen and understand each person’s view of the situation (conceptualization) and address where the conflict lies.

In regards to differing conflict management style, I think it is also important to take into consideration the different genders, cultures, religions, and backgrounds of people that you are dealing with. The way you would address a conflict with someone from Japan would differ with someone from the United States, and it is important to understand those cultural differences. By knowing cultural differences you can help accommodate the person and make them feel more comfortable in managing the conflict, while at the same time not alienating them for their differences. As well as cultural and background differences, there may simply be personality differences that you will have to overcome as a manager to deal with conflicts, perhaps someone is more soft-spoken and agreeable, as opposed to a hard-headed aggressive person. Each facet of a person deserves to be taken into consideration while trying to come to a compromise about the conflict.

As well as taking an objective look at the conflict to get an un-attached, un-emotional view of the problem, it is important to also empathize with those involved. Essentially, you must “put yourself in the other person’s shoes” to really begin to understand how they are viewing the conflict, so that you can approach it in a way that is understanding and successful. Also, the manager can tap into the person’s emotions behind the conflict, so that if the person feels very strongly and upset about the situation you can take a much different approach than someone who is simply fighting for conflict’s sake. It is vital to take every angle of the situation into account for a more effective solution, that way you are not alienating any one person in the conflict, and show those involved that you actually care about helping resolve the conflict.

One of the most difficult conflict resolutions may be with the actual group leader, with the group members being afraid for their jobs, or for upsetting their manager. In this case it is important for the group leader to be attentive to problems among the group that may involve them, and to get feedback from members to try and help solve the situation. By creating a strong relationship with the group leader in the beginning, and showing openness to resolve conflict it will set a good example for others among the group to resolve conflicts in the same manner. The manager must be open to receiving and using the feedback to better their management skills and conflict management as well.