The National Conflict Resolution Center (NCRC) offers advice on how to master these tough talks. NCRC works with thousands of individuals across the globe to help resolve conflicts at all levels of society, through their unique and effective training programs. The organization also offers mediation services for the public and legal community, divorce mediation for individuals and families, and conflict resolution services for community based disputes.
Steve Dinkin, President of NCRC and coauthor of The Exchange: A Bold and Proven Approach to Resolving Workplace Conflict is a great resource for commentary regarding workplace conflict resolution. Steve’s bio here: http://bit.ly/2ynyP8z
Here’s a four tips for managing conflict in the workplace:
- Start with an icebreaker. This is not just a light introductory activity. It is a way to non-confrontationally initiate a conversation about difficult issues. An ideal icebreaker asks for a person’s own take on something that’s both work-related and positive. For example, if the conflict involves two employees involved in the same project, you might break the ice by asking each of them how they became involved in the project and what they hoped to achieve.”
- Listen. Conflict resolution is tricky because too many managers ignore the fact that sometimes what they aren’t saying is more important than what they are saying. Often the best resolutions come from listening carefully to what the other person has to say. Being an active listener sends the message that you are genuinely concerned about him or her and the dispute. Put plain and simply, it’s the best way to get good information.
- Use and encourage positive language. This one might seem like a no-brainer, but any frustrated manager knows how easy it can be to slip into negativity after a conflict has affected a workgroup. Always think before you speak. Use positive, easy-to-understand language. Don’t fall into repeating, verbatim, paragraphs from your company’s HR manual.
- Work toward SMART solutions. Sustainable solutions are SMART solutions. That means they’re:
o Specific: Be clear about who will do what, when, where, and how;
o Measurable: Be clear about how you will all be able to tell that something has been done, achieved, or completed;
o Achievable: Make sure that whatever solution you agree on fits the situation; that it complies with both the law and organizational policy; that everyone involved has the ability and opportunity to do what is required of them;
o Realistic: Check calendar dates for holidays and vacations; look at past performance to predict future actions; allow extra time for glitches and delays; don’t assume that the best-case scenarios will come true;
o Timed: Create reasonable deadlines or target dates; include a few ideas about what to do if something unexpected occurs; be willing to set new dates if necessary.
