Understanding Conflict in The Workplace

Workplace conflict, something we are all bound to experience to some degree during our working lives. It’s worth firstly identifying the meaning of ‘conflict’. When does a debate or discussion turn into something that can be considered as conflict? The defining element occurs within the term ‘emotionally offended’. An objective argument, where discussions are rational, productive, or constructive, is classed as ‘healthy’. But when one party feels ‘emotionally offended’ by the discussion, this is negative conflict.

However, people can get emotional about a topic without being emotionally offended, and this is where you may find yourself walking a fine line. Some of us are more sensitive than others, it makes us unique. It’s about knowing that what you may consider okay, someone else might find offensive or negative. Even if the discussion becomes heated, and shouting or cursing ensues, this does not mean that there is a conflict as long as no emotional offense is taken.

Conflict, by definition, includes the elements of irreconcilability, feelings and perceptions. In conflict, the question is often whether positions are actually irreconcilable, or whether positions are only perceived by the parties of being irreconcilable. This subjective dimension of a problem provides the best potential for conflict resolution, as opposed to problems that are actually irreconcilable and often impossible to solve.

Conflict is a reality of our day to day lives, and therefore will inevitably surface in the workplace. But conflict at work is even more difficult to manage. Colleagues are unlikely to have chosen their teammates and following a conflict, have to continue working together.

Disagreement occurs even in the best working relationships and challenging another’s ideas can strengthen an outcome. It is generally accepted that the right kind of friction and constructive confrontation over ideas in an atmosphere of mutual respect can help any organisation and has the potential to drive greater performance and creativity and help produce major innovations. There are links between overly emotional people being creative and creative people being needed to trigger innovation. So we can’t (and shouldn’t) throw out all emotional people – unless your organisation wants to stand still.

All of us have come across what some would label ‘divas’ – high performing individuals who are also high maintenance. Like every employee ‘type’, you need a balanced formula – made up of divas, plodders, and a majority of good performers.

The question of how well conflict is managed and addressed can either add to or take away from an organisation’s bottom line. Well managed conflict in an enabling environment allows for issues to be tabled and discussed with objective language. Each party is empowered to state his or her position with confidence that the other party is genuinely listening and wanting to understand.

Possible solutions are explored with open minds. In badly managed conflict, people can get visibly angry and feelings get hurt. When co-workers do not respect the fact that approaches in addressing issues at work can differ, everyone suffers. Left unresolved, conflicts risk simmering with great potential to escalate. Emotionally, the work environment grows more toxic and financially, the toll can be catastrophic.

Having defined the meaning of workplace conflict, it is important to identify the sources of friction and disagreement in order to better understand and address the interpersonal conflict at work and the related cost implications.

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