1. Handout 4: Handling conflict
PowerPoint presentation
Unit 240 (M&L 2): Develop working relationships with colleagues
Handout 4: Handling conflict

2. Why does conflict occur?
when people feel threatened
when there is frustration or stress
when there are personality clashes
when people do not fulfil responsibilities.
Conflict occurs in many situations. It arises when there is eg organisational change, which people can see as a threat or because they are not kept informed; when there is frustration or stress; when there are personality clashes; when there is an issue, eg when someone fails to pass on a message. Conflict is not all necessarily bad as it is something that happens when there is change and as all organisations are required to change to survive it can be used to advantage.

3. Conflict within a group
often more difficult to solve
the group can stall
often relates to disagreement over decisions
team discussion to find a solution
all need to take responsibility for the solution.
Conflict between individuals is easier to handle as the people concerned can work out their differences between them.
Conflict in groups requires those concerned to work within the norm within the group.
There is also a tendency for those within a group to try to avoid conflict. When this happens the group can end up stuck, with them failing to work effectively or move forward and the initial reason for any problem still there, with it being allowed to fester.
When this happens the team must talk about the problem with all parties stating their position and listening.
The solution should be worked out together and both sides be made responsible for ensuring the solution works.

4. These are often the most difficult to handle as:
Personality clashes
These are often the most difficult to handle as:
there is rarely a specific issue involved
it is difficult for others to understand what the problem is
the people concerned usually do not like each other.
Working with someone you do not like or who does not like you is a problem at work, as you cannot just avoid each other.

5. Possible reasons for personality clashes
feeling like you are constantly being criticised
feeling people or another person is making very personal remarks
feeling or being deliberately excluded in some way
having suggestions ignored or work constantly rejected without good reason.

6. Look logically at the problem.
Ways forward
Look logically at the problem.
How do others deal with the person concerned?
What might be causing the person to act this way?
Is it a misunderstanding?
Gain a colleague’s viewpoint.
We are all individuals and it is important that we treat everyone as we would like to be treated.
It is important to look logically at conflict as a result of personality clashes.
If there is someone you constantly clash with or who you think dislikes or deliberately demeans you, look at for example.
However it is dealt with it must be resolved before it gets out of control – when the organisation’s grievance procedure should be used.

7. Usually easier to deal with. Look logically at the problem.
Conflict over issues
Usually easier to deal with.
Look logically at the problem.
Invite suggestions for practical solutions.
Reach a compromise if necessary.
Conflict over issues is usually easier to deal with, as there is a concrete reason for the conflict – a focus. For example if a team are asked to decide on a new message for the organisation’s new answering machine and agreement on content cannot be reached with everyone wanting to record the message, a solution is likely to be reached before the close of business when the machine needs to be switched on.
Team members should ask themselves how important the issue is and why are they are all getting so upset about it.
By thinking about the importance of the issue it may be that compromise is possible.

8. Ways to reach agreement
peaceful co-existence
problem-solving
compromise.
Research has been carried out on conflict and its management. Blake, Shepart and Mouton suggest ways of handling conflict in cases where there is the possibility of agreement.
Peaceful co-existence –
Encouraged to work together
Maximum information is given to staff
Exchange of views encouraged.
May only smooth over the real differences temporarily.
Not practical in all cases.
Problem-solving –
Those concerned are encouraged to work together on solutions
Shared responsibility for making the solutions work.
Encourages those involved to work together and find a solution rather than accommodating different points of view.
Can encourage good working practice and teamwork.
Compromise –
Encourages negotiation.
Assumes there is no right or best answer to a problem.
May be the only approach if the other two fail to work.

9. When conflict gets out of control
Use organisation’s formal grievance procedures.
These work in stages from informally trying to resolve the conflict to a formal meeting with management where both sides are listened to and all parties try to reach a solution.