Difficult People in the Workplace - Dissertation Example

College: Conflict Resolution: Difficult People in the Workplace Introduction Even though conflict is a natural part of everyday life, effective resolution may be an overwhelming task, especially in organizations. For organizations to achieve enhanced productivity and organizational effectiveness, addressing conflict must de deemed critical. In effect, experts believe the highest reducible costs for any business is represented by unresolved conflicts, remaining largely unrecognized (Dana, 1999). Conflicts may be described as problems or disagreements at a level that is interpersonal. Disagreements among colleagues are healthy, common and frequently not significant thus not requiring intervention. In contrast, problems exist where divergent opinions affect decisions, ability to perform tasks and behavior. The problem translates into a conflict when the goals and interests of involved parties cannot be attained simultaneously. Managers unfortunately evade dealing with strong emotions and difficult people in organizations. These are often mentioned as the most time consuming and challenging element for a manager. Studies have indicated that 42% of a manager’s time is used up on resolving office conflict (Kellett, 2007). Handling difficult behavior in any organization requires developing a plan to manage anger and other emotions. It may include creating policies and employee assistance counseling programs to handle serious problems. It is also important to invest in training and programs of personal development focusing on assertive models of communication and emotional intelligence. A coach may also assist in teaching human dynamics at the workplace. Employees with greater confidence levels work through personality differences, fears and anxieties and coaching programs will help in improving individual performance and in due course, improve work relationships within the organization (Lilley, 2006). Benefits of Conflict Resolution The presence of conflict does not necessarily have to be bad for an organization. Effectively resolving conflicts may lead to professional and personal growth of individuals within any organization. Increased understanding within the organization may be termed as a benefit of conflict resolution. Discussions required for resolving conflicts expand awareness providing insight to people on how to achieve personal goals without challenging others. Effectively resolved conflicts increases group cohesion leading team members to develop greater mutual respect and renewed confidence in working together. Individuals closely examine their goals thus understanding things that are highly important to them. Improved self-knowledge sharpens their focus and as a result enhancing employee effectiveness (Winslade & Monk, 2000). Conflict Resolution Theories Conflict Styles Approach Ralph Kilmann and Kenneth Thomas recognized five key styles of conflict resolution varying in degree of assertiveness and cooperativeness. Their argument was that people naturally had preferred styles of conflict resolution even though different styles matched different situations. A Thomas-Kilmann Conflict Mode Instrument (TKI) which assists in identifying the style one leans towards in the face of conflict (Dana, 1999). The styles are: Accommodating: involves willingness in meeting other people’s needs as opposed to one’s own needs. A person is very much cooperative rather than being assertive. This style is useful when an issue is more important to another party, and peace seems more important than winning. Competitive: people using this style stand firmly on what they want operating from a level of power that is drawn from expertise, position, persuasive ability or rank. The style is useful during emergencies, when a decision is not popular, defense against a person selfishly exploiting the situation or when there is need for a quick decision. It can however; leave persons involved feeling resentful, unsatisfied and bruised when applied to situations that are less urgent. Collaborative: meeting the wishes of all parties involved is a priority in this style of conflict resolution. People may be greatly assertive in contrast to the competitor, cooperating effectively and acknowledging every person’s importance. The style is preferred when bringing together various viewpoints to achieve the preeminent solution, when the importance of the situation requires more than simple trade-offs or when previous conflicts have arisen within the group. Avoiding: this approach seeks to entirely elude the conflict. The style typically accepts default decisions, delegates controversial decisions and avoids hurting anyone’s feelings. It may be appropriate when a win is impossible, when others are in better positions to offer a solution for the problem or when a controversy is inconsequential. Compromising: this style attempts to offer a solution partially satisfying everyone. Each person is likely to sacrifice something with the compromiser expecting to surrender something. Compromise becomes useful when a deadline is looming, when opponents of equal strength are both standing their ground and when conflict costs are higher than losing ground. The Interest-Based Relational Approach This approach acknowledges individual differences and at the same time assisting people avoid being too ingrained in an unchanging position (Cava, 1990). The following rules apply in this approach: Giving good relationships priority: It is important to treat others calmly while building mutual respect. Courtesy to each other and remaining positive under pressure are critical. Keeping problems and people separate: Recognizing that in various instances, a person may not just be difficult and that valid and real differences may lie underneath conflictive positions. Separating the person from the problem allows for real issues to be debated devoid of damaging working relations. Paying attention to interests being presented: Carefully listening to a person will shed light to why a certain position is adopted. Listening first; talking second: For a problem to be solved effectively one has to understand the other person’s position before defending their own. Setting out facts: This requires agreeing and establishing the objective and observable elements impacting on the resolution. Exploring options together: Being open to possibilities of a third option that may be reached at jointly is important in conflict resolution as well. The Conflict Resolution Process Based on the mentioned approaches, the conflict resolution starting point is identifying the prevailing style applied in an organization, a team or an individual. Over time, styles of managing conflicts have a tendency to mesh, and the “right” way for solving conflict emerges. It is important to identify when different styles may be effectively used, however people should understand that styles differ according to the situation (Lilley, 2006). The process below could be used as a guide in conflict resolution. Step One: Setting the Scene Employees should be made aware that a particular conflict might be a mutually occurring problem best resolved by means of negotiation and discussion as opposed to raw aggression. People involved in conflicts should emphasize they are presenting their view of the conflict. Skills of active listening should be used to ensure one listens and understands others’ perceptions and positions. It should involve restating, paraphrasing and summarizing. Talking should be done in an assertive manner rather than an aggressive or submissive style. Step Two: Gathering Information At this stage, one attempts to grasp the underlying concerns, needs and interests. Request a person’s point of view and confirm your respect for her or his opinion and ask for their cooperation in solving the problem. Understand the person’s goals and motivations, and how your dealings may affect these as well as understanding the conflict objectively. Focus should be on work related issues leaving personal issues outside the discussion. This step should involve seeing the disagreement from another’s viewpoint and listening with empathy, using “I” statements, clarifying feelings, identifying issues concisely and clearly, and remaining flexible. Step Three: Agreeing on the Problem It is important to agree on the problems before searching for a solution that will be mutually acceptable. This is because every person has a unique way of perceiving problems due to the different underlying goals, interests and needs. If a common perspective of the conflict cannot be arrived at, one at least needs to understand the other person’s view of the problem (Dana, 1999). Step Four: Brainstorming Possible Solutions For a resolution to satisfy every person involved, fair input in generating the resolutions will be greatly important. There is need to be receptive to each and every idea during the brainstorming session as it increases the chances of solving the problem peacefully. Step Five: Negotiating a Solution Conflicts may be solved and a solution that is mutually satisfactory to all may be clear with both sides understanding the others’ position better at this stage. Real differences may also be uncovered requiring a technique that will produce a satisfactory solution. An example could be the win-win negotiation technique. The three basic principles during this process are Be Patient, Be Calm, Have Respect ( Kellett, 2007). At the level of an individual, a number of things may be done when dealing with a difficult colleague before escalating the matter to a higher authority. These may include: Staying calm which gives the perception of a centered, more respectable and controlled individual. Staying calm in a tense situation will definitely get the other person’s attention hence be able to handle the situation better. Understanding the other person’s intentions. No person is difficult just for the sake of it and will always have an underlying reason motivating their actions. One must identify the trigger for the difficult behavior in order to effectively handle the situation. Getting other people’s perspective on issues. Seeking advice from other colleagues may give one ideas on how to handle the situation rather than just suffering in silence. Building rapport goes a long way in creating happier work environments. Connecting with colleagues at a level that is more personal promotes strong connections. Treating others with respect. Every person appreciates respect from another person and the work environment is no exception. As such, treating colleagues with respect helps in reducing the number of conflicts arising in the workplace resulting in a more harmonious and productive organization (Dana, 1999). Escalating the conflict to a higher level for resolution. This should be last resort when all other means have been completely exhausted. This may be the most effective in resolving conflict between colleagues (Weeks, 1992). In conclusion, difficult colleagues and employees can be extremely destructive to valuable teamwork. Managing arising conflicts in a wrong manner could lead to legitimate and real disparities between people spiraling out of order, the resultant situation being broken down co-operation and lacking teamwork. To effectively manage these situations, there is need for a positive move toward conflict resolution where discussions are non-confrontational and courteous, focusing on issues instead of individuals. Exploring issues, facts and potential solutions properly, and listening carefully will go a long way in resolving conflicts effectively (Dana, 1999). References Cava, R. (1990). Dealing with Difficult People. Uzima Publishing House Dana, D. (1999). Measuring the Financial Cost of Organizational Conflict. MTI Publications Kellett, P. (2007). Conflict Dialogue. London: Sage Publications. Lilley, R. (2006). Dealing with Difficult People: Creating Success. Kogan Page Publishers Weeks, D. (1992). The Eight Essential Steps to Conflict Resolution. Penguin Press Winslade, J., & Monk, G. (2000). Narrative Mediation: A New Approach to Conflict Resolution. Jossey-Bass Publishers, San Francisco. Read More