With the government shutdown, more than 800,000 employees are out of work for an unknown period of time. Meanwhile, some of their colleagues are keeping the lights on and trying to manage through a very difficult situation. What happens when all of their colleagues return to work? To reintegrate teams will require a lot of productive conversations in some very tense situations.
While the shutdown might be an extreme situation, conflict in the workplace is an ever-present phenomenon. Oftentimes leaders make difficult situations worse and miss an opportunity to effectively engage employees because they are not skilled in conflict management and negotiation.
Conflict is often thought of as a negative aspect of our work and personal lives; therefore, many people believe it is something to be avoided. Others view conflict as a competition that must be won. In reality, conflict is needed to produce personal and organizational growth.
Many people approach conflict from a place of fear, which might compel them to avoid the conflict or to approach it in a personal and aggressive way. A fear-based approach to conflict often deteriorates relationships. When conflict is avoided, people are not being real and stress builds up. Ultimately emotions boil over in an unproductive way or they flee the situation.
Consider conflict and negotiation through a new perspective: the untapped value of engaging in productive conflict. Viewing conflict management as an important employee engagement process and a necessary skill will help people grow and enhance their performance, possibly avoiding health issues such as stress and fatigue.
The framework:
1. Acknowledge the conflict and feelings (anger, sadness, stress).
2. Identify the root of the conflict (investigate, get information).