Resolving and defusing workplace conflicts is one of the key functions of managers, yet many employees say their supervisors cannot deal with workplace tension.
A survey of 2,700 employees released by Healthy Companies indicates that 41 percent of respondents think their immediate boss does not do a good job of settling workplace tension and conflicts. They ranked managers' capabilities in that area lower than in 19 others the survey asked about. Researchers note that some managers may overlook conflicts or underestimate their importance, partly because they believe that the problem reflects poorly on their own abilities.
Delaying or avoiding conflicts for any reason often allows them to worsen, however. They may escalate until they cannot be ignored any longer, likely leaving everyone involved less pleased than a more prompt resolution might have. To help managers and supervisors with this issue, HR leaders should clearly explain the behavior appropriate for conflict management and commit to following the manager's decision once it is made.
Conflict resolution is an important part of any HR management system. Some experts told Human Resource Executive Online that this issue has grown in importance because immediate supervisors now occupy a more complex role than in the past. Because they are expected to do more, it is easier for even an important responsibility such as conflict management to slip through the cracks.
Helping managers balance their responsibilities
In the current workplace situation, managers need more time to pay attention to team dynamics, how work is completed and what sources of conflict might arise or grow, according to Marie Holmstrom of Towers Watson. Currently, they might find it difficult to do amid supervising direct reports, coaching employees, completing various administrative tasks and other duties.
One way to deal with the issue is to transfer some of that burden to other workers on their team. Using HR management software to reduce the time spent on simple data crunching, recordkeeping and similar tasks can also help. Finally, HREO notes, experts advise ensuring that supervisors have training in how to handle workplace conflict.
One aspect of the issue that may be overlooked at times is the difference between conflicts. Some disagreements within a team can be harmful, but others may simply be a stifled perspective being expressed. Managers should ensure they differentiate between conflicts and consider their underlying causes when working to resolve them, so that useful ideas are not accidentally lost.
