Manage conflicts in a more constructive way

Both business and individuals suffer as a result of badly handled conflicts. But it is neither realistic nor desirable to eliminate all conflicts. Conflict often has a negative connotation, yet the effects of conflict can be positive and negative. It´s all about how we deal with the conflicts that arise, according to researcher and conflict expert Thomas Jordan.

Thomas Jordan, is a researcher at the Department of Sociology and Work Science at Gothenburg University. When meeting for this article he is busy completing a study of more than 80 investigations of workplace bullying, where he has interviewed and collected data from 20 consultants and HR specialists. Besides research he is also facilitating workshops and seminars outside the university, for instance in municipalities and governmental bodies in Sweden.

From his experience over time he believes that today many managers have great ambitions, high awareness of the impact of conflicts and skills that are beneficiary to conflict management. Although he also sees that there are still too many incompetent managers, who fear and avoid conflicts, and who behave in a way that harms both individuals and business.
- In particular, problem occurs when managers do not take action; for example when an employee is not really able to handle the job.

There are several reasons why a person is not fully operational in the workplace, according to Thomas Jordan. Lacking the right skills, having a difficult life situation, or being on the verge of exhaustion are some examples. One consequence is that his or her colleagues will have an increased work load. Sooner or later there will be a conflict.
- A common scenario is that nothing happens until a new manager arrives and reacts, a manager who might have a higher level of ambition. This can be very hard to handle for a person who has worked for many years without anyone saying anything on the matter.

The impact of consensus decision-making
In Sweden we have a special situation, says Thomas Jordan.
- In an international comparison, we have extreme values ​​when it comes to equality and consensus decision-making. This implies that there is an expectation among employees in many workplaces that they should be involved in the decision-making process and that no one should be forced to do anything he or she does not want to do. This attitude considerably increases the conflict potential. If I am in a workplace where it is obvious that it is the managers who decide what should be done and how it should be done, conflicts diminish.

Escalating intervention
When should I as a manager intervene in a conflict and when should I not?
- If I say to an employee: I felt the atmosphere was a bit tense when I entered the office this  morning, did anything happen? then of course there is already an intervention. If the employee then says that there is nothing to worry about, I don’t have to do anything more there and then. I have shown that I have noticed a tense atmosphere and that I am prepared to talk about it. If nothing more happens everything is fine. If I notice again that there is something going on, I could ask a supplementary question. That way, I can gradually step up the intervention.

Thomas Jordan hopes that his trainings and courses will help leaders to know how to begin to unravel the tangle and start opening the lid of the conflicts. Then it will not only be unpleasant but also a little bit more interesting and exciting.
- If I know there are questions to ask that will help me deal with the conflict, the feeling of discomfort hopefully disappears. Even if it’s not easy and even if the conflict can’t be solved, the feeling that the conflict is possible to understand and that there are methods I can use, makes it a lot easier.