Conflict is Normal: Anticipating Conflicts Likely to Arise in the Workplace

Dates: March 5-6, 2009
Where: Val-David, Quebec
Module 3 of the Genuine Contact Program

Additional Information: info@mbureau.com
Registration Form: http://www.integralvisions.com/sessions.htm

Consider your own work environment for a moment:

* What are some key sources of conflict in our workplace?
* When do they tend to occur?
* How do people respond to these conflicts as they arise?
* When we solve problems, do we do so for the moment, or do we put in place systems for addressing these types of concerns in the future?

In reflecting upon your answers to these questions, you may begin to understand what we mean by anticipating conflicts likely to arise in the workplace: Normal, healthy organizations will experience their share of conflict, and workplaces experiencing a certain amount of dysfunction will experience it in greater quantities. Anticipating conflicts is useful in either situation for transforming these situations into opportunities for growth and learning. Consider…

* Are there seasonal peaks in our workload that tend to occur annually?
-Chart the occurrence of such challenges, and consider whether they can be managed as a normal period of stress and transition. For example, a school had a large population of students who arrived after long bus rides without breakfast, who tended to arrive at school ready to fight. The school identified 10 minutes at the start of the day to give these students a healthy snack, and worked with teachers to pull out students who weren't yet ready for school before they became disruptive. After food and a little counseling, students entered their classrooms in a better frame of mind (and body) to participate.

* Do we have channels for expressing normal problems and concerns in a predictable, reliable manner?
-Staff meeting should be used as a tool for effective problem-solving in a range of situations, including anticipated conflicts. If such channels are perceived by staff as closed, unsafe, and non-productive, they will be replaced by gossip, 'end runs' and back-biting.

* Are there certain factors in the environment that make problems worse, especially at times of conflict?
-Take stock of your processes for managing during stressful times. Look at how phones are routed, noise is managed, client lines are queued, distractions are managed, etc. Often, our response during times of stress is to meet less frequently, because 'we have no time to meet.' And we continue to do things the way we've been doing them, because 'we have no time to create new procedures.' This approach dooms us to repeat the same errors, rather than to learn from the opportunities. Examine your systems for managing problems, including dispute resolution systems, and use times of "harmony" to identify process improvements that can be implemented in times of stress.

Source: Harry Webne-Behrman
Photo: www.sxc.hu/photo/968515