Conflict: Part 2. Don’t Solve the Problem, but Do Insist on a Solution

Well, let’s say that you’ve bought into the idea that you shouldn’t solve your employees’ problems for them.  That doesn’t, however, mean that you should remove yourself from the conflict resolution process entirely.  In fact, the opposite is true.  The difference is in the manner in which you intervene.

Instead of taking over the process you must become a catalyst for action.  You should set up a system which will channel the conflict through to a resolution.  You should guide the resolution process, not do it.  Challenge the employees to solve their conflict, don’t solve it for them.  Yet be prepared to take a more active role if the process gets off track. 

Like most problems conflict is more easily resolved the earlier it’s treated.  As you circulate through your department be on the lookout for subtle changes in personal relationships.  You will always be pressed for time and it may seem to be far easier to wait and see if incipient arguments just go away on their own.  The chances are, however, that they will only fester and take up even more of your time later.  Better to get involved sooner before attitudes become entrenched.

When you talk to the employees about an argument, they will immediately explain their side of the story.  You must make it clear to them that you are less interested in the substance of the disagreement than the process that will be used to resolve it.  This helps you to communicate how concerned you are with reaching a mutually acceptable conclusion and how unconcerned you are about who wins the argument. 

Ask them if they sat down and talked this over with the other person.  You will receive answers like, “Oh, she’ll never listen to me.”  Your response should be that you’ll make sure that the other person listens. 

Define the boundaries of the solution, such as cost or timing.  Lay down the ground rules of the debate, like common rules of courtesy.  Make clear to both parties that resolving such conflicts is very much a part of their job; that you’ll provide the time and resources necessary to reach a conclusion, but that it’s their responsibility to find some common ground.

Measurement can be a huge asset in the conflict resolution process.  Frequently disputes arise over potentially quantifiable issues like a particular habit that one employee has that causes additional work for another employee.  When you ask how big the problem is, of course, the answer will depend on which antagonist you ask.  Typically it won’t be easy to quantify the problem parameter but the solution to the conflict is critically dependent on its magnitude. 

Don’t be daunted by the difficulty of this measurement.  Assign your two antagonists to devise a means of measurement. This task may be quite time consuming but the payoff will be great because they will have to redirect their energies away from each other to focus on a technical goal.  And they will be working together to achieve it. 

In the end they will jointly complete the measurement project and will have in the process developed a common understanding of the impact of the questionable behavior.  Most of the time they will have decided on an action plan to resolve the conflict by the time the measurement project is complete. 

Here’s an example.  Our safety people and office personnel were at each others’ throats.  The issue was how to reroute car traffic into the plant around the receiving dock and thereby eliminate a potential safety problem when trucks and passenger cars were trying to get past each other.  Safety wanted the office personnel to take a longer route using existing roads.  The office personnel wanted to create a shortcut that would involve spending some money. 

I suggested that they first decide how much additional travel time would be acceptable, then go measure it.  Amazingly, the tone of the meeting turned from acrimony to thought.  They decided that no-one would notice if it took five extra minutes in the morning to be at their desks at starting time. 

When they timed the new route, it met the criterion and all the members of the study group felt comfortable supporting the decision to their peers.  Most people would  rather solve problems than butt heads.  When you give them a tool that allows them to take the easier path, they will do so.  In this case the easier path is also the more productive one.

Agree on a plan for resolution.  OK.  You’ve discovered the conflict early.  You’ve brought the two combatants together and made clear to them that they need to resolve their differences.  You provided them the resources they need, but refused to solve the problem for them.  You gave them tools to use, like measurement.  Now you should set a schedule for resolution.  Tell them when you’ll check back with them, and then find some other duties that need attention. 

Few are naturals at this.  Conflict resolution is painful at first, and it may take quite a bit of time initially to guide your employees through the process.  But it gets easier the second time.  Eventually you will develop a cadre of employees who work better together without dragging you away from your work every second of the day.  Not only will productivity and quality rise in your department but you will improve your employees’ personal lives as well.

How about you?  Do you have a similar story?  What has worked best for you?  Comment below.