Don't let workplace conflicts fester

By Amanda Kramer

Q. What types of conflicts typically arise in the workplace and what are some keys to dealing with them?

A. Whether conflict arises between a boss and an employee, two people collaborating side by side, or among a team of co-workers, there's no room in the office to merely brush it off. According to area experts, supervisors should take action immediately.
Advertisement

"The main thing is that if there's conflict, don't ignore it ? and if you don't know how to deal with it, then get some help," said Stephen Pearson, director of UW-Madison's Employee Assistance Office.

Pearson, a licensed professional counselor who works with UW staff when personal or professional difficulties arise, said he regularly helps people dealing with office struggles.

Pearson said there are several potential sources of workplace conflict.

Frequently, he sees breakdowns in communication between supervisors and staff, or inadvertent competition placed on employees by their bosses or themselves. Also, he said today's workers often have difficulty dealing with the stress that comes with having too much to do and a boss who doesn't seem to have time for them.

"Sometimes em-ployees are left on their own when they need help from an overly busy boss," Pearson said. "That's always going to be an issue."
Pearson said many employees, out of loyalty or their own sense of responsibility, will take on extra work, but this additional effort shouldn't be construed as the "new normal."

Pearson said a heavy load can cause problems later when the employee is having trouble coping with the pace of work. So, Pearson said, it's important supervisors be clear with employees about what is expected.

The key to dealing with many conflicts, Pearson said, is simply to recognize the problems involved and talk about them. He said it's critical not to let uncomfortable situations fester.

Harry Webne-Behrman, who has more than 20 years of experience dealing with disgruntled workers, agrees.

He is a training officer at UW's Department of Human Resource Development and the senior partner at Collaborative Initia-tive, a consulting firm he started with his wife that provides mediation and consultation services to businesses, schools and government agencies.

Webne-Behrman said there are some easy ways for supervisors to effectively deal with conflict.

"One ... the point at which you're discovering these challenges is a defining moment," Webne-Behrman said. "Recognize that moment as your opportunity to do something constructive.

"Secondly, the more we can build a culture at our companies that accepts conflict as normal within organizational life, then the more likely it is that interventions to respond to conflicts will be successful."

Webne-Behrman said it's important for employees to have a place to formally or informally air their grievances. It's also important, he said, that once a conflict arises ? or preferably before it occurs ? employees are taught conflict management skills. Human resource leaders, in particular, should make sure that everyone in the workplace has access to some type of conflict management training.

Jeff Russell of Russell Consulting in Madison, which helps companies with topics including goal setting and conflict management, said companies come to him five to six times a year and ask for help with workplace problems. But, he said, more often hidden struggles present themselves when he's simply observing employees during a normal organizational consultation.

Whether or not an organization decides to get outside help for internal conflicts, it's important for supervisors to solve problems quickly, Pearson said.
He said a work environment is a lot like a condominium community; residents can agree on the rules and they can do what they want inside their homes, but what happens on the outside affects everyone living there.

"I've found that the biggest threat to the health of a community is unresolved conflict," he said. "If you don't deal with it now, it's only going to get worse."

dkramer@gmail.com

Resources

Printable format

E-mail this story

Index of advertisers

Directory