We are currently facing a great deal of unresolved conflict worldwide and so few strong leadership role models. Many of us are mirroring this and taking shortcuts in both our personal and professional lives. It’s no wonder our decision-making in conflict is poor.
Some of us seek external help before attempting to solve problems on our own. Others give up because dealing with the issue feels like too much of a drain on time and energy, or like it’s hopeless to try. Some resolve conflicts quickly by ignoring the root cause or directing others on what to do and think.
10 tough realities about decision-making during conflict
So, what do we need to understand about making decisions during workplace conflicts, and how can we improve? Here, we explore 10 tough realities about decision-making during conflict.
1. Refrain from reporting the person you disagree with
If you have a culture of dialogue where staff are encouraged to talk to each other when issues arise then you can avoid them immediately escalating issues to their line manager or HR as a first port of call.
2. Slow down the decision-making process during conflict; there are no quick fixes
In periods of conflict it takes time to get true, long-lasting resolutions. Remove the time pressure of resolution and seek positive outcomes over a slightly longer period. Doing so will mean a more solid and secure solution is found. First, bring up the issues in an initial meeting, then agree to go into depth in a second meeting and, finally, agree to decide on a route forward in a third meeting.
3. Acknowledge that conflict intensifies when there is a lack of agreement on the resolution criteria
What is important to you in this time of conflict? Time, speed and money? Or corporate values, collaboration, longevity and good culture? It is important to set the resolution criteria between all parties.
4. There are pros to conflict
Conflict is like rain; it is essential and a catalyst for change. It will rain but the water needs channelling and different ways of managing it. If you don’t get rain then nothing grows. You need conflict for things to flourish.
5. Shift from the mindset of ‘You are wrong, and I am right.’
It is easy to argue from your position rather than listening to the opinions of other stakeholders. Remember, you don’t always need to agree but you do need to listen to where the other party is coming from and how their experience has shaped their view.
6. You won’t always get the outcome you are after
This is especially the case if conflict is due to ego or poor company culture; you have to know when to walk away. If the work culture is poor, the leadership team must be prepared to work hard to get to the root problem, otherwise your efforts will be fruitless.
7. We are afraid of conflict more nowadays
As a society, we increasingly walk on eggshells and are concerned with political correctness, especially with issues relating to diversity, equity and inclusion (DEI). This can result in leaders being afraid to address problems head-on and making decisions that aren’t quite right or that avoid involving the relevant stakeholders.
8. You must choose whether you want to settle the issue or resolve it
There is a difference between a settlement and a resolution. A settlement means deciding on a compromise and sorting out the issue for now. A resolution is a long-term solution that does not encourage repeated reflection and instead draws a line in the sand which says this is not a temporary fix.
9. Fewer in-person meetings lead to an increase in conflict
Online meetings were essential for work during the Covid pandemic, but the truth is you do not get to know your colleagues across a computer screen. Ensure colleagues have the opportunity to meet one another in person to build a strong working relationship and create space for deep listening.
10. It’s likely that your organisation has not received training in conflict resolution
You need one or more senior staff members who are champions for good conflict resolution.
How to make effective decisions to address conflict
Whenever possible, steer clear of adversarial complaint processes or litigation
Otherwise external sources are likely to decide the outcome on your behalf through a formal process. One key principle of mediation is self-determination whereby the parties make their own decisions as far as possible based on criteria agreed.
Take action early
Most businesses would benefit from encouraging and enabling staff to practice early dispute resolution. For example, once someone signs off sick with long-term stress it is almost impossible for the problem to be resolved. This may result in the decline of office culture and productivity loss, and payout and recruitment costs. People are more aware of their rights and needs. They often jump ship because action hasn’t been taken early enough, and the situation has become toxic.
Recognise that there are at least two stakeholder perspectives and ensure both sides are heard fairly
Ensure all parties have an equal chance of being heard. This will help individuals to feel respected and that they are being treated equally.
Examine the narrative closely
Individuals should explore what narrative they are telling themselves and what the other party’s narrative is too. Make sure they deeply explore what the experiences, interests, priorities, potential objections, rationale and expectations are that have brought about a dispute. Understand what the issues are really about by choosing to have a difficult dialogue.
Have a functional, employee-accepted framework to deal with conflict
This ensures that people know conflict is taken seriously and enables everyone to be informed of the processes to follow. Include clear principles, a well-defined process, and a collective pledge to uphold agreed standards. Follow through on decisions made.
Training. Training. Training
Provide internal training in conflict resolution and decision-making skills to ensure everyone is educated on the best practices and prepared for different conflict situations.
