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The following article was published in our article directory on November 26, 2013.
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Resolving Workplace Conflict - How Much is Conflict Costing Your Organization?

Article Category: Business Management

Author Name: Wayne Messick

Why does a dependable supervisor begin calling in sick, when you know they are not really ill, just before an important project is due for completion?

Why is a valuable team leader always in a bad mood, snapping at her colleagues, coming in late, and leaving early - all of a sudden and for no reason at all?

Why do you find yourself making decisions just to keep the peace - to keep from upsetting fellow employees who always seem to be "having a bad day?".

If your employees were the right people when you hired them and if they were productive motivated individuals before, why not now - what happened?

When employee productivity, morale, and motivation drop like a stone - for no reason at all, well you may be sure it's not for no reason at all. The first step toward resolving workplace conflicts, ridding your organization of profit draining behavior is to recognize it for what it is.

Could it really be workplace conflict? That's right, conflict. Not door slamming, yelling, desk pounding confrontations. Those are more easily addressed since they are visible. Resolving workplace conflicts that are obvious to everyone are easier, just because you can tell they're there.

What I'm referring to is the often pervasive hidden conflict from issues that are considered too insignificant to mention, so they build up until there is no turning back. Invisible conflict from quiet bullying and intimidation. Resolving workplace conflicts like this, transparent conflict between people who act nice toward one another and then sabotage each others work are your greatest challenge.

As long as the problems resulting from these bad relationships are considered random and not something that can be measured and successfully managed - they will likely continue, cyclically, forever. Resolving workplace conflicts means they must be identified.

Once the behavior is identified as conflict and its financial cost to the organization calculated - the next step is to integrate strategies that have been successful for over twenty years in resolving workplace conflicts between individuals who are in long term interdependent relationships with one another.

"The vast majority" 99.999 percent or more of interpersonal conflicts that occur in the workplace-- will be dealt with in the workplace, for better or worse. They're not going to be referred to a mediation expert and they don't need to be," explains Daniel Dana, Ph.D., mediation consultant and principal of the Mediation Training Institute International."These conflicts can also be carried to the dinner table when they involve family members in a family or privately-owned business, unfortunately affecting every aspect of people's lives.".

When two or more people share responsibility for a decision, conflict between them causes decisions based on their power contest, not from their objective judgment of what is best for the business. Resolving workplace conflicts in small companies means the participants my have issues far beyond the workplace, making resolving workplace conflicts even more difficult - you may have to address decades of slights, petty jealousies etc. first.

When an employee "forgets" to lock the office over a long weekend, "accidentally" leaves their company laptop in the coffee shop at an industry event, or "didn't mean" to let office supplies run out or the forklift out of gear on the loading dock - is it because they are a bad employee or one with at the very least one bad relationship with a coworker?

Absenteeism is associated with job stress, particularly the stress of chronic conflict with coworkers. Honestly; have you ever taken a "sick day" when you weren't really sick? Maybe you just thought you needed a "mental health break" from the daily grind of handling a micro managing boss or an annoying coworker.

Conflict is clearly a contributor, in addition to other factors, that cause illnesses and injuries, resulting is lost work time and cost the company money. Employees who are not at work cost your organization in more ways than their loss of productivity. There is also the cost of workers comp and health insurance premiums to name just two other costs of their absence.

Have you ever had to restructure the workflow of a department or of one of your managers - to reduce the interactions between certain people? When employees can't collaborate harmoniously and processes or procedures are restructured to avoid or attempt to diffuse the "people issue" - you are on your way to sub-optimizing your whole organization.

The restructuring or other stop-gap solutions may (temporarily at the very least) reduce conflict but it diminishes the opportunities for collaboration and cross pollination of ideas. And decisions made under circumstances where conflict is present are never as good as when people cooperate toward agreed upon destinations.

How much time, yours and your co-workers is being wasted because of conflict? And time always equals money, earned or lost.

It's an eye opening experience the first time you put the actual costs on paper.

Could it really be workplace conflict? Resolving workplace conflicts that are obvious to everyone are easier, just because you can tell they're there.

Resolving workplace conflicts like this, transparent conflict between people who act nice toward one another and then sabotage each others work are your greatest challenge.

"The vast majority" 99.999 percent or more of interpersonal conflicts that occur in the workplace-- will be dealt with in the workplace, for better or worse."These conflicts can also be carried to the dinner table when they involve family members in a family or privately-owned business, unfortunately affecting every aspect of people's lives.".

Keywords: resolving workplace conflict, conflict resolution in workplace, how to resolve conflict, work conflict, conflict strategies, cost of workplace conflict, conflict in workplace, workplace conflict resolution

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