Managing Organizational Conflict

Despite the size of an organization, product or service offered, or whether the organization is a non-profit or for-profit business, there are an array of challenges that can (and likely, will) affect every organization at some point. Organizational conflict is inevitable, but conflict can potentially add value to the organization and its members by testing and refining ideas. The key is to be prepared for these challenges and have a plan of action in place to handle them if and when they do occur. Potential organizational challenges include conflict that arises between co-workers, employees and managers, as well as employees and the organization as a whole (disagreement with organizational values and/or structure). The most effective way to handle organizational conflict is to have a dispute resolution system in place prior to the occurrence of any conflict. Everyone in the organization should be made aware of the dispute resolution system and how it works.

Dispute Resolution System

One of the most important aspects of an effective dispute resolution system is inclusiveness. A dispute resolution system should include all members of the organization—from the CEO to administrative assistants to the sanitation staff. Organization members should also be reminded that no one is exempt from dispute resolution so everyone feels as though they can solve disputes with employees at every level within the organization. Most dispute resolution systems involve some sort of mediation.

Before conflicts are brought to the attention of management, self-mediation between conflicting parties should be strongly recommended. Employees can often resolve conflicts themselves when discussed on a formal platform. If self-mediation does not resolve the conflict, upper management should begin the dispute resolution process. Regardless of the intricate details involved in an organization’s dispute resolution system, the first step to resolving conflict is identifying the cause of the dispute. Instead of focusing on smaller issues, those in charge of the mediation process should attempt to uncover any deep, underlying issues that may be at the core of the conflict, such as varying communication styles, jealousy, prejudices, etc. If the conflict can be resolved by referencing the company policy, conflicting parties should be notified of the company policy, and be formally reminded of the policy and how it relates to the conflict at hand. Otherwise, an uninvolved third party should act as a mediator for the conflicting parties. The mediator should remain neutral at all times, and simply facilitate the discussion between the conflicting parties, ensuring that each party is given an opportunity to voice their opinions about the matter at hand. A record of all mediation sessions should be kept. Upper management should also be kept abreast of the resolution status.

Avoiding Conflict

Many challenges that organizations experience are due to the organization’s lack of valuing its own diversity. Whether that diversity is present through different cultures, sexes, or generations, organizations must learn to value the unique perspectives and contributions of all of its members. All too often organizations continue to approach situations in one particular way, because that is the way that it has worked in the past or the way it has always been done. Valuing employee input can help strengthen organizations—management just has to be open. Creating an environment where employees feel like they have a voice and a real purpose within the organization can help avoid conflict and result in a thriving organization.