Two of my team are constantly provoking each other and complaining about the others work and behaviour. I need to resolve this before it flares up and starts to impact on other staff in the office. What can I do?
Conflict in the work environment can be damaging and destructive, both for team members and for overall project goals. Ultimately, unresolved or undercurrent conflicts will also cost valuable time and money, having a negative impact on performance.
It is certainly an issue you should be concerned about and you’re right to try and tackle it now. A report produced by CMI revealed that 1 in 3 managers admit they suffer from mood swings and 43 per cent say they become angry with others too easily.
However, you can potentially avoid problems before they impact on the morale, health and well-being of your staff or, even, your relationship with clients. Most people are motivated by job satisfaction, the ability to succeed at work, an appropriate working environment – or a combination of all three. In essence, this means you need to ensure their environment has minimal opportunities for conflict so that motivating factors do not become a source of tension.
The first step towards meeting these motivations lies in being able to spot problems quickly. It sounds simple, but conflicts can be covert. Frustration builds up because an individual often feels no-one else is aware of their concerns. So, monitoring the climate at work can give you an early warning system, making it easier to deal with issues before they get out of hand. Don’t think you have to be continuously on your guard. It means keeping your eyes open, asking the right questions and seeking feedback on changes, but without being over-bearing.
Take time to consider the cause. Too often, teams are frustrated by demands to “fix the problem now” when it is clear that research needs to be done to find the right option. In the same way, it’s important to speak to colleagues and obtain each perspective before jumping to a conclusion. If you don’t, you may create future resentment.
Work out a resolution based on your discoveries and stay composed when talking. It may be necessary to take a break before people are calm enough to discuss their issues rationally. Also, don’t rush colleagues for answers; people are always more open if they believe you are receptive and interested.
The most important aspect of handling a potentially explosive situation is to find an acceptable way forward for all parties. Negotiating and influencing is part of any managers job and it is feasible that the outcome could be a compromise for both parties. Ultimately don’t dwell on the subject. Once solved, move on, because if you can’t the chances are the resolution was never found in the first place.
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