Because conflict in the workplace is more subtle than early 20th century
lighting and noise troubles, companies must pro-actively look deeper for
conflict in the workplace, a more subtle, destructive variable.
Companies should consider analyzing their company through the analytical
filter of the “Five C’s” to fight the big “C” of Conflict;
Confrontation, Culture, Communication, Change and Commitment work
together to provide the framework for reducing conflict in the
workplace.
Company decision-makers must acknowledge: “Confrontation” addresses problems and achieves results that provide
true closure or birth to any situation, project or way of doing
business. Most people assume “confrontation” is negative. However,
efforts to create strategies to reduce conflict should be seen as
nothing other than the pursuit of success and growth for individuals and
the company. This conflict is also one of the most difficult “C’s” to
tackle because most individuals have difficulty addressing their own
deficiencies.
Effective workplace education and organizational development is
similar to making the commitment to quit smoking or lose weight. Most
often, people don’t want to confront these issues because change is
difficult, painful, intricate, ambiguous, and time-consuming. In
business, the alternative is subtle or the risk of a lawsuit.
When most people speak of “Culture” they only include the most
obvious aspects of their company, failing to truly examine values,
beliefs, behaviors, and material objects that together form a people’s
way of life. Many people spend a great part of their life at work. Since
companies are microcosms of society, companies must be aware of how
personal issues enter their cubicles and boardrooms. Since employees
discuss personal issues at work it is valuable to address culture from
multiple angles.
Consider concepts and misconceptions individuals bring from the
larger, non-work related culture, the work setting and sub-cultures
within the larger work atmosphere. Demographics, ethnicities, racial,
religious, sexual orientation, personal and job diversity must be
considered, too.
Work culture speaks to general attitudes, policies, morale and levels
of motivation. Sub-cultures are departments, groups or social cliques
that meet formally or informally to share feelings and ideas that often
undermine the success. Demographics, ethnicities, races, religions, and
sexual orientations introduce a tremendous number of variables into the
workplace. And diversity does not directly imply ethnicity either;
imagine someone from New England working on a project with another from
Mississippi. Difficulties arise when attempts are made to create an
inclusive, collaborative culture.
Cultural patterns of communication, behavior and problem solving are
established early held onto tightly. Once it has been recognized that
people may get demoted, fired or further down the line for a raise, they
are less likely to speak openly. If people listen but do not hear what
is said, people will choose to silence themselves rather than speak in
vain. In a competitive atmosphere, individuals might not say anything if
it is perceived they will not get kudos.
Communication built into the fabric of the culture is
required to keep employees happy, help the company progress and avoid
stagnation/failure. If this is absent, one should go back to the first
C, Confrontation, and face it head on. Communication without respect,
true listening skills, interaction, and reflection will not get desired
results and creates patterns that get interwoven into the culture of the
workplace, often seen but unheard.
Change can be stressful, ambiguous and uncertain. It
requires ownership and high levels of accountability and support. That
being said, once culture has become more positive, all of the
difficulties will have been worth it. Similarly, all measures to bring
confrontation into a facilitated environment will have more chance for
lasting change. It is fundamentally important to remember that the
stress of change is extremely helpful in providing the energy for moving
forward. Breaking through self/company imposed “Intellectual Glass
Ceilings” and experiencing success can motivate. If workers experience
achievements and have positive, cognitive and physiological reactions,
they will take steps to feel this again.
Commitment to an improved and highly successful work culture
is utilizing understanding and communication to better employ positive
confrontation and change for the long term. Good leaders hire employees
to see obstacles the leader didn’t see him/herself and they should make
that clear. There must be a system within the Culture that provides
properly facilitated outlets where issues can be brought forth and
solved. Commitment to the other C’s, reflection, long-term training and
growth all are inter-dependent and each plays a vital role.
In order for effective, lasting change, companies must assess and
address all “Five C’s” and commit all employees to a greater level of
accountability and support.
[To learn and discuss more and different techniques for reducing
conflict in the workplace, please
contact us today.]
