As some of you know, I am a huge movie buff and often find myself making connections between “normal” life and what happens in movies. I learned a few years ago that many people in my professional circle would nod their heads out of respect to indicate that they understood my references, but in reality, they had no idea what I was talking about.
When I started thinking about how to resolve conflict in the workplace, my mind went back to movies again. I recently watched The Invasion of the Body Snatchers , the 1978 version with Donald Sutherland, and I’ve always loved the 1998 movie The Faculty , starring Elijah Wood and Josh Hartnett.
In both cases, the premise is an invasion by an alien race that, with the help of a parasite, takes over the host’s body. The logistics are a little different in the two films, but the end result is that we lose control of our bodies.
One of the things that stands out when the aliens take control is that none of them quarrel or face disagreements. All individuals work together to achieve the goal of completing the invasion. Total harmony. Almost robots.
Some business leaders would like these realities to be closer to what happens in business, because it would make managing humans easier. There are far fewer variables to consider when you eliminate emotions and manage teams of humans that are closer to robots.
In hindsight, it’s a good thing that we’re not robots and it’s normal, if not better for the growth of the company, that humans don’t always agree, even if sometimes this leads to major conflicts both outside and inside the company.
This brings us back to the original question…
How to effectively resolve conflict within your team?
I think the most important thing is to take action quickly to avoid letting things go and seeing the situation get worse. It is true that no one likes to manage conflict situations and we prefer to be in charge of a harmonious team.
However, conflict management is part of the job description of all managers and team leaders. By being proactive and trying to end the conflict as soon as possible, you increase your chances that the situation will impact a minimum of people and not the dynamics of your entire team.
During your intervention, your first objective is to calm things down and try to understand the situation by communicating, calmly and individually, with the various stakeholders who will present their point of view of the situation to you.
During this discussion, it is important for the manager to explain his or her expectations about the behavior expected in the workplace and the consequences of failing to meet those expectations. It is important for the employee to understand that all misconduct, whether provocative or in response to verbal or physical aggression from the other employee involved, will be handled in the same way.
Physical assault
It is also important to understand that in the unlikely event of a physical assault, the victim can and should protect themselves. So avoiding an attack or overpowering the assailant will not be punished.
However, if the initial victim decides to fight back, then he is as guilty as the assailant of the breach of expected behavior. The punishment, normally dismissal for such extreme behavior, will therefore be the same for both employees.
In the majority of cases, the conflict will be created by the execution/perception of reprehensible behavior or as a result of a verbal altercation between two employees and will not escalate to a physical confrontation.
As mentioned earlier, when managing any conflict between individuals, it is important to be fair and equitable and always return to the concept of respect within the team. It is obvious that not all individuals on the team will be in perfect harmony and that some personalities will not be compatible.
However, they all have a job to do and the employer’s expectations are to perform these tasks in collaboration with others and to behave respectfully and professionally at all times.
Failure to meet this expectation will be punishable and employees who are unable to collaborate, regardless of their skills, must be sanctioned quickly to avoid excesses and impacts on team cohesion.
Situation setting
Two examples from my business experience:
Crisis management
When I was a supervisor on the night shift, a sensitive situation arose between two employees. A member of my team became aware of a message from a person on sick leave, expressing personal feelings. This communication provoked a strong reaction from the employee’s spouse, who considered resolving the dispute outside the plant through physical confrontation.
Faced with this rising tension, I took the initiative to ask the employee concerned to sit down in my office to calmly discuss the situation. I expressed my understanding of his frustration, while emphasizing that such actions were unacceptable in the workplace. I then led him to think about the consequences of a physical altercation outside the company, emphasizing that he would have to take responsibility for the repercussions of his actions.
I informed the employee that I would consult with Human Resources to find an appropriate solution, and asked him to commit to coming to me before any future interactions with the other person involved. Ultimately, the situation resolved itself, as the person who initiated the conflict never returned to the team.
The key to this crisis management was to remove the employee from the floor and provide him with a quiet space where he could think. By maintaining a calm tone and presenting the alternatives and potential consequences, I allowed the situation to defuse naturally.
Verbal attacks
I had a difficult situation when I applied for a management position in my company, but was not selected. The superior of the position insisted on meeting with me to announce this decision, which in itself was not a problem. However, the conversation quickly took an unexpected and unpleasant turn. I was the target of a series of verbal attacks and personal insults for a long time. Not knowing whether I had the right to leave the office of a higher-ranking manager, I sat in silence, enduring the situation until it was over.
Following this incident, I filed a formal complaint with management. A few months later, ironically, I was promoted and had to work with the person in question on a daily basis. Despite a desire for revenge, my professional ethics prevailed, and I made sure to maintain a professional attitude. Only a few colleagues close to the event were aware of the situation, and I always strived to provide impeccable service, as I did with my other colleagues.
The key lesson I learned is that when you enter the workplace, it is important to put aside personal conflicts and focus on your professional responsibilities. This can be difficult at times, but it is an essential requirement in some professional situations. If it becomes unbearable, it is always possible to look for a more suitable working environment.
Conclusion
Whether you are directly involved in a personal conflict or you have to manage one within your team, it is essential to remain calm and act with discernment. Basing your approach on concrete facts and avoiding reacting under the influence of emotions often helps to defuse tensions.
In cases where the situation seems inextricable, do not hesitate to seek help from your immediate superior or the human resources department. Demonstrating professionalism, even in the most difficult moments, is not only a sign of maturity, but also a key to maintaining a healthy work environment.
If you feel that you do not have the tools to resolve this type of situation, please do not hesitate to contact me. I will be happy to listen to you and provide you with the necessary tools for the future.
Carl-Michael Tessier
Coach in high-performance team development and tailor-made support
Leave a Reply