Conflict Resolution
A Necessary Part of Running a Business

By Patricia Lawrence, Human Resources Manager

Conflict resolution policies are of paramount importance to any association, company or firm that cares about its members, employee morale and the bottom line. A conflict resolution policy sets the tone for what is expected from both management and staff when conflict arises in the workplace.

What Is Conflict?

Conflict is part and parcel of the workplace today “as different values and points of view provide richness and tension,” according to James C. Melamed’s article “Conflict Resolution in the Workplace.” Conflict can occur between coworkers or between employees and supervisors. When conflict rears its ugly head, management must move swiftly to resolve the dispute with diplomacy and tact. “The world of work is moving and changing at an incredible rate, and none of us can afford to get stuck in yesterday’s problems,” writes Christine Kemp-Longmore in a separate article also titled “Conflict Resolution in the Workplace.”

Repercussions of Unresolved Conflict

If an employer does not have a conflict resolution policy or a conflict resolution committee, it is setting itself up for a rumble in the workplace. If employees do not have a forum to air their differences, a number of repercussions can result. For example, if an employee cannot resolve a conflict internally, he will be forced to be heard outside of the workplace. The employee could become a claimant in a Department of Labor hearing, or file a complaint with the New York State Division of Human Rights. Additionally, the lack of an appropriate forum to resolve conflicts and disputes in the workplace could increase absenteeism, decrease employee morale and halt productivity.

Proposed Conflict Resolution Process

An effective conflict resolution process should include the following steps:

Step 1: The employee should put the complaint in writing.
Step 2: If an employee has a work-related problem or complaint, he should first raise the issue with his or her immediate supervisor.
Step 3: The supervisor and the employee should meet in private to discuss the complaint or problem. The supervisor should let the employee speak first, should listen attentively, and should stay calm while reassuring the employee that he has taken the first positive step in addressing the problem.
Step 4: The supervisor should take notes and read them back to the employee to ensure the complaint is accurately understood and recorded.
Step 5: Once the supervisor learns what the problem is, he should suggest ways to address the issue(s).
Step 6: If the discussion with the immediate supervisor does not resolve the problem to the mutual satisfaction of employee and supervisor, the next level of management should be contacted, up to and including the executive director.
Step 7: The human resources manager should serve as the impartial third party at each step of the conflict resolution process until the conflict is resolved. All complaints are kept confidential and are only disclosed on an as-needed basis related to resolving the complaint.

Having a conflict resolution policy or procedure is not only a business necessity, but it will also help keep employers out of court, reduce staff turnover and improve employee morale.