When we think about conflict, we often associate it with adversarial behaviours that lead to personal harm and loss, as well as cost the organisation in terms of time, company culture, productivity, and finances.
However, when acting as a catalyst for change, conflict is often necessary and can be positive as an opportunity to create new outcomes that add value.
Negative, damaging conflict should of course be avoided, but there are huge benefits to actively addressing issues and conflict in the workplace and capturing the energy of different personalities, experiences, backgrounds, beliefs, skills and approaches through collaboration.
We find solutions to make it work well.
Water and conflict
Conflict as a catalyst for change can be likened to the innate power of water. Nothing grows if you don’t water your garden or crops, or there is a drought.
At the other end of the spectrum, flooding can equally overwhelm your garden or crops. We know it is going to rain (especially in the UK!) so what we do is devise ways for capturing or channelling rainwater using methods like surface water drainage so that water becomes a positive resource.
We find solutions to make it work well. Similarly, to work with conflict we need an acceptance of the issue, an acknowledgement of what is needed and an understanding of how to fix it and who to talk to about it. We then benefit from the learning.
The benefits of conflict
1. Conflict nurtures personal growth by helping us develop interpersonal skills such as resilience, negotiation, deep listening and empathy. We also gain the experience of how to navigate tough conversations and work through challenges collaboratively.
2. Conflict challenges the status quo. If employees can think differently and see things from others’ points of view, this promotes innovation, creativity and brainstorming. When we advocate and share our ideas and thoughts, we tend to feel more invested which increases accountability and encourages ownership. When we are heard, we feel more engaged.
3. Conflict can clear up misunderstandings. By clarifying problematic issues, unclear messages and ambiguous responsibilities and roles, misunderstandings can be cleared up and channels of communication opened. Through these discussions and a touch of scrutiny, colleagues can make better, more informed decisions.
4. Conflict can improve productivity. When taking a deep dive into areas that need improvement, inefficiencies, risks, opportunities and outdated practices, teams can adapt and evolve and be more productive.
5. Build better work relationships. Through collaboration, trust can be built. By dealing with underlying tensions, we can drive positive outcomes, improve team dynamics, learn from one another and foster a more open, collaborative culture.
Make sure you benefit from conflict
To understand and benefit from the magic of conflict we need to recognise what conflict is and know how and why it escalates. We need to motivate others to work together to tackle the challenges ahead with good leadership and positive role-modelling.
We require the tools, resources and mindset to be able to transform an adversarial approach into a collaborative one and to be able to catch it early. Organisations need to design bespoke frameworks on how to deal with conflict and generate staff commitment to use early resolution processes.
The main aim of conflict resolution is to avoid formal complaints
Training in communication skills and conflict management helps us to understand the theory and process of conflict and ways to resolve it.
The main aim of conflict resolution is to avoid formal complaints and ensure there is a spectrum of choices including dialogue, negotiation, deal-making and mediation to handle disputes, as long as communication between the parties involved has not irrevocably broken down.
Direct negotiation, where those involved attempt to resolve the issue between themselves by acknowledging the problem, is powerful if they have not started the adversarial ‘blame game’, have the skills for resolution and are prepared to devote the necessary time and commitment.
A neutral or impartial facilitator may also be needed to enable them to negotiate and to try and create as favourable an environment as possible to reach an agreement.
