MODULE 09: How to Resolve Conflict in the Workplace

Summary

This video module focuses on managing conflict in teams, one of the most challenging aspects of people management. Conflict arises when individuals feel their goals or self-worth are threatened, and the module emphasizes that not all conflict is bad. Functional conflict can lead to growth and innovation. The speaker discusses different types of conflict, including nonconformists, envious individuals, complainers, passive team members, and excuse-makers. The module offers strategies for handling each type of conflict, from validating contributions to setting clear expectations. The next module will cover performance management.

Takeaways

• 🤝 Conflict is a significant part of people management, and navigating it successfully is key to strong team dynamics.
• ⚖️ Conflict arises when we feel our goals or self-worth are being threatened, often leading to a back-and-forth cycle.
• 💡 Not all conflict is bad; functional conflict can drive creativity and improvement, while dysfunctional conflict needs resolution.
• 🎯 Nonconformists think independently and challenge traditional methods, which can cause friction but also spur innovation.
• 🛠️ To manage nonconformists, give them space to express their ideas, validate their input, but keep them focused on project constraints.
• 🚀 Ambitious or envious people create conflict when they feel their progress or opportunities are blocked, but this drive can be channeled for positive outcomes.
• 🗣️ Complainers highlight problems, even if done negatively. Listening and converting their complaints into actionable solutions is crucial.
• 🙇 Passive or unresponsive individuals may avoid conflict due to discomfort or feeling undervalued. Direct engagement and validation are key.
• 🔄 Excuse makers avoid responsibility due to fear of failure or shame. Reducing shame and setting clear expectations can improve accountability.
• 📈 Effective conflict resolution often overlaps with performance management, and clear expectations, support, and follow-up help reduce team friction.

Q & A

What is the primary challenge of managing conflict according to Dr. Lon Schauer?

The primary challenge of managing conflict is helping people work through their differences and come out stronger than before. It can be difficult, but it's an essential part of being a people manager.

How does Dr. Schauer define conflict?

Conflict arises when we perceive that another person is challenging or threatening something we care about, such as our goals or domains of self-worth. This perceived attack leads to a sense of conflict.

What is the difference between functional and dysfunctional conflict?

Dysfunctional conflict is harmful and needs to be resolved, while functional conflict is desirable. Functional conflict can lead to positive outcomes and growth, even though it may be challenging to work through.

Why is it important to understand the root of conflict in a team setting?

Understanding the root of conflict is essential for finding a resolution. Since conflict is often bidirectional and can stem from competing goals or objectives, getting to the root helps address the underlying issues and promotes constructive solutions.

How should managers deal with nonconformists on a team?

Managers should resist the urge to force nonconformists to conform, give them space to express their ideas, validate their contributions, and support them when others are overly critical. However, they must also ensure nonconformists remain focused on practical constraints like time, budget, and stakeholder expectations.

What motivates individuals who create conflict due to envy or ambition?

People driven by envy or ambition often want something they feel is being denied to them, such as status, position, or influence. Their internal conflict arises from feeling that their career goals are being blocked.

What are the best strategies for managing complainers in a team?

To manage complainers, managers should listen to them, conduct reality checks based on facts, ask for solutions, and encourage a willingness to implement those solutions. The goal is to channel their complaints into constructive problem-solving.

Why might passive or unresponsive team members avoid engaging in conflict?

Passive or unresponsive individuals may avoid conflict because they dislike open confrontation, may not feel committed to the team's vision, or may feel their contributions are undervalued. They may also feel uncomfortable with aggressive debates.

What steps can managers take to reengage passive team members?

Managers can reengage passive team members by asking them open-ended questions, requesting specific contributions, validating their input, and backing them up when others are overly critical. This helps create a safe space for them to contribute again.

What is the underlying reason for excuse makers in teams?

Excuse makers often avoid taking responsibility due to fear of shame or failure. They are concerned about the perception of failure and how it might affect their standing in the organization, which leads them to distance themselves from accountability.

How can managers effectively address conflict with excuse makers?

Managers can address conflict with excuse makers by investigating their claims, using the five whys method to find the root cause, expressing disappointment rather than anger, helping them save face, and setting clear expectations with frequent follow-ups to ensure accountability.