Extract
Conflict in the workplace is an inevitable and common reality. However, the way we manage it can make the difference between a fragmented organization and a cohesive one. Transforming tensions into an engine of positive change for organizations is essential to achieve business success in a world based on communication and collaboration.
Contents
What is a Labor Dispute? The Nature and Typology of Labor Conflict
Communication is what allows us to express our views, concerns and aspirations. Thanks to this tool we can collaborate and work in a multidisciplinary way with people of different ages, cultures, professions and contexts to achieve success. However, in the work context, disagreements can arise that hinder team cohesion and can have significant consequences if not handled properly.
Al Switzler in his work “Crucial Conversations” maintains that workplace conflict arises because difficult conversations are avoided; since when problems are not addressed they grow and intensify, causing resentment and deterioration in interpersonal relationships. Thus, the real threat to organizations is not conflict, but avoiding talking about the problems that generate it, or in other words, analyze and resolve the underlying causes of the conflict.
Thus, the most common conflicts such as:
Disagreements about how to complete a task or project.
Differences in personalities, values or work styles.
Misunderstandings about expectations.
Competitions for limited resources.
Incorrect assumptions.
Power games, especially in the context of family businesses.
Among others.
Are caused by a lack of communication and alignment between the different parts that make up an organization. When these conflicts arise, knowing how to identify and handle them appropriately is a crucial skill for any professional. Negotiation is an indispensable tool for effectively resolving conflicts in the workplace and reaching agreements that benefit all parties involved.
When to Address a Labor Dispute? The Opportune Time
Contrary to the popular belief that a conflict should be resolved immediately when it arises, doing so can be counterproductive, since in some situations it is necessary to postpone it to prevent an escalation or to buy time until emotions calm down. This may be beneficial when the problem is not significant or when it is likely to resolve without intervention.
However, it is important not to fall into the trap of avoiding all conflict, as unresolved issues can grow and become bigger obstacles to productivity and the work environment. Not all disagreements require a deep conversation, but when problems are prolonged, affect morale, decrease performance, or jeopardize the well-being, safety and health of a person, it is vital to address them promptly and effectively.
How to Address a Labor Conflict? Negotiation Strategies in Conflict Management
Through effective negotiation, conflicting parties can reach agreements to satisfy their interests and preserve a healthy work environment that strengthens interpersonal relationships and improves team performance.
1. Prepare in Advance
Before starting any negotiation, it is vital to be well prepared. This means clearly understanding your own interests and needs, as well as those of the other party. Having a list of points to negotiate, with the objectives and desired results, possible solutions and acceptable concessions, allows you to be better prepared to address different scenarios.
However, on many occasions, negotiations arise unexpectedly when the stakes are high, opinions differ and emotions are present, and it becomes crucial to resolve the root problem. This is why we must always be prepared to address labor conflicts honestly and constructively at the right times.
2. Address Conflict in a Safe Space for Difficult Conversations
One of the essential requirements to address conflicts effectively and maintain a productive dialogue is to create an environment of psychological safety where people feel comfortable expressing their opinions without fear of reprisals or misunderstandings.
While not all disagreements require a deep conversation, it is important to be in a space where you can talk in confidence that if one party feels attacked or emotionally upset, it can reconsider its position “without losing face” to other parties.
At this point, it is crucial to maintain empathy and active listening, which involves not only listening to the other person's words, but also interpreting the meaning and emotions behind what is said; given that effective negotiation relies on fully understanding the other party's points of view and concerns. To do this we can:
Ask open-ended questions to clarify points of conflict.
Respond to feelings, not just facts.
Paraphrase what the other party has said to confirm understanding.
3. Look for Joint Solutions
Whenever possible, you should negotiate based on the underlying needs and motivations of each party. This allows you to find creative solutions that satisfy both parties. It is useful to ask "why is this important to you?" instead of just discussing what is asked. Thus, we can use our ability to listen to understand and not just to respond.
Setting a benchmark for the rest of the negotiation that is reasonable but also ambitious can positively influence the negotiation by making expectations clear. Subsequently, making concessions in a gradual and calculated manner can influence the other party to also make concessions, bringing both sides closer to an agreement.
A conflict may be resolved competitively, winning the conflict at the expense of the other party through imposition by hierarchy, lobbying and involving other parties in favor of oneself as part of a power game; this approach should be a last resort as it has the potential to damage long-term relationships and negatively impact the entire organization.
Instead, before resorting to “violence”, solutions must be sought.:
Win-win, where the parties work together to find a solution that meets mutual needs, rather than focusing solely on winning the dispute. It is the best way to resolve any conflict.
Commitment, where both parties give in some aspects to reach an agreement and equitable result. It is an effective technique for resolving minor conflicts or when time is a critical factor.
Adaptation, where one party decides to give in, usually to keep the peace or preserve the relationship. It can be applied when the conflict is not important or the long-term relationship is valued more than the immediate result.
This last approach of maintaining “silence” is a very risky strategy if used too frequently, as it can lead to long-term resentment and a feeling of inequality that ends up leading to resignation (silent the announced). However, in situations where a quick resolution is more important than the issue in conflict, it can be a valuable tool.
4. Control Dialogue in Tense Situations
One of the main reasons difficult conversations go wrong is because emotions escalate to the point of affecting our ability to reason and we enter "attack or flight mode", which can seriously damage a negotiation.
Many times this happens because people tell us "stories" about what is happening, based on their subjective interpretation of the events. That is why we must develop enough emotional intelligence to separate the facts from the stories and remove the emotional charge from the conversation. Also taking a break and returning to the conversation with a clearer and less emotional mind may be the key to reaching a solution.
How to Prevent Labor Conflicts? Keep the Dialogue Open
Before having to resort to negotiation, there are various conflict prevention techniques that can be applied proactively. in the work environment to address disagreements efficiently. The most effective ones include:
Define clearly the expectations about the objectives, responsibilities and lines of communication to avoid misunderstandings and disagreements that could escalate into conflicts.
Provide positive feedback and constructive feedback regularly about specific behaviors that need to change and improve to prevent potential conflicts.
Furthermore, the leaders play a crucial role in managing conflict within an organization. Not only must they intervene when conflicts become problematic, but they must also create an environment that promotes proactive conflict resolution. An effective leader must:
Encourage open and honest communication to reduce the possibility of small problems turning into big conflicts.
Model conflict resolution behavior demonstrating calm, patience and a constructive approach to positively influence how your teams handle their own disagreements.
Serve as impartial mediators who make fair decisions based on facts and not on emotions or favoritism to maintain the trust of the parties and ensure that the conflict is resolved effectively.
Also, organizational culture has a profound impact on how conflict is managed within a company. In a culture that promotes transparency, mutual respect and collaboration, conflicts are addressed more quickly and effectively. On the contrary, in a culture where there is competitiveness and poor communication, conflicts can intensify and have a negative impact on team morale and performance.
Conclusion: Turning a Conflict into an Opportunity for Organizational Growth
Conflict in the workplace, although inevitable, should not be seen as a threat to the stability of the organization. On the contrary, if managed properly, conflict can become a powerful tool to improve communication, strengthen labor relations and promote creativity and innovation.
Disagreements between colleagues are not necessarily negative; They are often a sign that people are involved and committed to their work. Conflict, when addressed constructively, can reveal areas of improvement that were not evident before, allowing organizations to evolve and improve their processes.
One of the keys to turning conflicts into opportunities is to have clear negotiation strategies and effective techniques for resolution. Through active listening, identification of common interests and flexibility, solutions can be reached that benefit all parties.
Finally, The conflict must be seen as an opportunity for the growth of the organization. In the long term, companies that foster a positive approach to conflict resolution have more united teams, more satisfied employees, and a more dynamic work environment. Instead of treating conflict as a problem to be avoided, it is essential to approach it with the right mindset: as an opportunity to learn, improve and continually innovate.
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About Pablo Tellaeche (Author):
Owner and main consultant of TACs Consultores, Lecturer and University Professor; seeks to bring a true and positive Culture Lean and Digital Transformation to any company with which you have the pleasure of collaborating.
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