Things to Remember Regarding Conflict Resolution
· A conflict is more than just a disagreement
· Conflicts continue to fester when ignored.
· We respond to conflicts based on our perceptions
· Conflicts trigger strong emotions
· Conflicts are an opportunity for growth
This Case Study is regarding an Employee with 2 years of experience, substandard level and has received numerous complaints from customers and coworkers. As a result, the employee’s behavior is causing the workplace to be a hostile environment.
When approaching an employee with a history of having confrontational behavior which in turn creates a hostile environment, the supervisory has to be careful how and when to approach this person regarding the situation. When the supervisor is ready to deal with the situation, the supervisor has to be calm and sensitive when approaching the situation with the employee. Below are the steps I would take to approach the employee regarding the situation.
Step 1: Gather several complaint documentations from the customers and co-workers that have been submitted regarding the employee’s behavior and actions. The customer’s documentations would be to show her what types of complaints I have received. And the documentations from the co-workers would be information that I would draw from for informational purpose. The employee would not see the documentation from his or her co-workers.
Step 2: I would schedule a meeting with the employee to discuss the situation at hand.
Step 3: In the meeting, I would address how the employee is feeling at the moment regarding the position the employee is currently obtained. I would let the employee know why I am having this meeting. Then ask the employee how he/she feels about their work, the behavior of the co-workers, customers, and attitudes in the office.
Step 4: I would then lay out the facts of the complaints that I have been hearing, receiving, and the situation in the office. I would then give the employee the floor to rebuttal the complaints. If the employee comes clean with the truth, I would then ask the employee is there something I could do to make the job situation a much better working environment. Conversely, if the employee covers up the situation, I would then show the employee the documentation from the customers. And would also go into the spill about if this attitude is not corrected in a two week period, the employee would be terminated and find another job.
Tips for managing and resolving conflict
Managing and resolving conflict requires the ability to quickly reduce stress and bring your emotions into balance. You can ensure that the process is as positive as possible by sticking to the following conflict resolution guidelines:
- Listen for what is felt as well as said. When we listen we connect more deeply to our own needs and emotions, and to those of other people. Listening in this way also strengthens us, informs us, and makes it easier for others to hear us.
- Make conflict resolution the priority rather than winning or "being right." Maintaining and strengthening the relationship, rather than “winning” the argument, should always be your first priority. Be respectful of the other person and his or her viewpoint.
- Focus on the present. If you’re holding on to old hurts and resentments, your ability to see the reality of the current situation will be impaired. Rather than looking to the past and assigning blame, focus on what you can do in the here-and-now to solve the problem.
- Pick your battles. Conflicts can be draining, so it’s important to consider whether the issue is really worthy of your time and energy. Maybe you don't want to surrender a parking space if you’ve been circling for 15 minutes. But if there are dozens of spots, arguing over a single space isn’t worth it.
- Be willing to forgive. Resolving conflict is impossible if you’re unwilling or unable to forgive. Resolution lies in releasing the urge to punish, which can never compensate for our losses and only adds to our injury by further depleting and draining our lives.
- Know when to let something go. If you can’t come to an agreement, agree to disagree. It takes two people to keep an argument going. If a conflict is going nowhere, you can choose to disengage and move on.
