[av_hr class='invisible' height='50' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av_uid='av-wzlngy']

A study in Europe, the US and Brazil revealed that 67% of employees avoided colleagues due to bad feelings lingering from conflicts and that 27% of employees have witnessed workplace conflicts turning into personal attacks.

Over the years working with project managers on resolving conflicts, I’ve developed simple and practical approach to handling conflicts at work. The dictionary defines conflict as 'a serious disagreement or argument, typically a protracted one'. A conflict at work is more than just a difference of opinion with a colleague. There is an emotional component and you feel a tightness in your guts, a knot in your stomach.

The 4 main causes of conflict

"What triggered the conflict?” is the most important place to start. Here are the 4 largest causes of conflicts in the workplace.

• Goals The cause of the conflict is mainly about goals. Imagine a strategy discussion where one manager wants to focus on client relationships, the other on improving on the website.
• Resources Here we are talking about resources, often people and budget. Manager “A” wants people for a project team, Manager “B” does not want to release anyone. Or this budget increases, whilst another is cut.
• Processes It’s not unusual the managers will often disagree on methods and procedures. One manager wants to run the project on Prince2 principles, the other on the principle of whatever works, works.
• People This is about people and relationships. If you have a good working relationship with the other party, you probably do not have a conflict. If you disrespect or dislike the other party, you will have conflict. And this problem isn’t necessarily resolved - even when agreement on goals, resources and processes is possible.

Using a practical format for analysing conflicts

Here’s a simple preparation format for analysing a conflict and preparing for the discussion. In other words, you buy time before addressing the issue and “the other party”.

Consider the following questions:

1. What’s it all about and how did it happen? (History)
2. Who is involved and affected, apart from you and the other party? (Stakeholders)
3. How far has the conflict gone? (Escalation)
4. What triggered the conflict? (Causes)
5. Has anything been done to settle the issue? (Potential solutions)
6. What do you (and the other party) want to achieve? (Goals)
7. Do you have any ideas for approaching the other party? (Strategy)

Solving conflicts starts with reflecting and analysing...

Solving conflicts is tough and draining for everyone. Managing conflicts is a concrete and valuable skill – and one which you can develop. Analysing a conflict may help you see that it is more a difference of opinion and judgement, not necessarily a conflict. But it can also make you see discussing resources and procedures is a smoke screen and a diversion from the root conflict, your relationship to the other party.

…and it finishes with engaging, listening and resolving

Practical issues are more easily addressed; relationship issues are trickier to talk about. The above analysis questions will always clarify where the conflict is coming from and therefore make it easier to generate solutions. It will often indicate that the root cause is personal, i.e. resentment, envy, or even chemistry. So can you put your emotions on the back burner and seek a common solution that benefits your organisation? Are you prepared to talk frankly with the other party and clear the air?