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Managing Constructive Conflict in the Workplace

Workplace conflict can be constructive-if you know how to channel it correctly.

Have you ever had a great idea for change in your workplace-a way to do things cheaper...faster...more efficiently...or more profitably-but chose to keep your mouth shut because voicing your idea might anger your colleagues?

Have you ever thought that you might be able to work a little harder, faster or better than you are...but worried that if you did, people around you would think you are trying to make them look bad?

Have you ever been given instructions that you knew to be wrong but kept your thoughts to yourself because you didn't know whether your boss would appreciate being corrected?

Have you ever contemplated leaving a job rather than saying something to the jerk in the next cubicle who is making your days unbearable with his constant complaining/sloppy work/loud chewing?

Or how about this: Have you, as a manager, encountered a painful, destructive conflict within your team and known that you could have prevented the negative outcomes if you had addressed it sooner?

Then you know managers who do not make space in the workplace for constructive conflict are doing their employees and employers a disservice. If you have not created a work environment where employees feel they can speak their minds and survive the conflict that may ensue, they may be keeping their best ideas to themselves. Or underperforming. Or leaving.

And that's not good for anybody.

Well-managed conflict can be good for your team and your company. The question is, how to encourage it? How to manage it?

Surface Conflict

Workplace conflict is terrifying to most people, especially if they do not have assurance they will be taken seriously and given some measure of protection from co-workers if they speak up. It's far easier to just keep quiet.

If you want to create a work environment where people do not fear disagreements, you need to send a message that dissenting opinions are welcome. Is there an office contrarian? Next time they express a negative opinion of something, don't just nudge it aside or gloss over it-rather, invite her to explore it further. You'll be modeling receptiveness...and you might learn something helpful in the process.

You might signal your openness to dissent by creating something as simple as an anonymous suggestion box. Each month, read the suggestions aloud at a staff meeting. Solicit comments from your team before you respond yourself. Encourage open discussion. Don't shut down debate; instead, try to steer it away from generalized complaints or personal criticism and toward practical solutions.

Check Your Own Response

If you are like most people, your first response to criticism is defensiveness. It would be great if people offered their suggestions in a tactful, constructive way-but even when they don't, it is your job as a manager to respond constructively to the content of their critique.

So take a deep breath and show your receptive face. Ask questions. Chances are, there is a kernel of truth in even the most annoying or poorly framed suggestion. If you can tease out that kernel and respond constructively, you will demonstrate to everyone on your team that conflict is not the end of the world; indeed, it can be a force for positive change.

Address Conflict Early

Don't ignore symptoms of budding interpersonal conflict. The best time to address it is before it grows. Bring the parties to a neutral space and encourage them to air their differences-focusing on behavior, not personality-while you listen. Employ active listening skills but refrain from refereeing. Your attitude will show them that conflict in itself is not a bad thing.

Encourage Friendly Competition

If the conflict involves competing ideas about how best to accomplish a goal, encourage people to test their ideas. Try it both ways and set up a competition. If you manage this exercise carefully, the outcome could be positive for everyone involved and the bottom line.

Accept the Outcome

Conflict between individuals or between an individual and an organization is resolved in one of several ways. One side can win and the other concede. Both sides can give a little to achieve compromise. And sometimes, there's just no resolution.

Each of these is a legitimate outcome. Allowing conflict to surface in the workplace means that sometimes, people will lose. You may even lose an employee. But if the one who concedes chooses to stay on, show them your support. It takes courage to confront conflict head-on and accept the outcome; if the loser is not made to suffer unnecessarily, others will be bolstered in their own courage.

Compromise is a wonderful outcome. Everybody wins, and the company moves forward.

But when compromise cannot be reached, don't jump to the conclusion that someone must back down. People may be surprised to find that differing opinions can peacefully co-exist in the workplace. If they have at least had the opportunity to air their ideas, they will not feel stifled and angry, and everyone can move on.

And you may have achieved the best outcome of all: the next time someone has a good idea that might rock the boat, they won't be afraid to speak up.