methods of using conflict to overcome communication barriers

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The answer to workplace conflict: communication U

nmanaged conflicts in the workplace lower the quality of work life. That's unfortunate

since we spend such a huge amount of our life at work. I'm surprised at the number of people who have told me, "I love my job but can't stand coming in to work." Tension created by strained relationships causes lots of unneces- sary stress.

Conflicts can be created because of different styles or methods. But I see a lot of conflict created because of incor- rect assumptions and interpretations of what others do and say. I hear things

like, "She's secretive and untrustwor- thy." "He's manipulative." "She's con- trolling." "He's vindictive and threat- ening." Such comments about co-work- ers and managers frequently have noth- ing to do with the reality of the situa-

tion. We place our own interpretation on what others do and say - and our perceptions arc often very wrong.

I recently helped a department that had developed a culture of gossip, rumor and mistrust. Employees com- plained about supervisors, supervisors complained about employees, employ- ees complained about other employees, and managers complained about other managers. But nobody directly addressed the person or persons with whom they had the problem. In the past, the director had brought in other consultants to try and improve commu-

art fi Hallman has watched its w and prosper. Reliable and

lationships that become lifelong home and we're here to stay.

KELLY HART & iULLMAN ILP ATTORNEYS AT LAW

nication. But nothing changed. The employees believed that nothing ever would, and openly said so.

One problem was their lack of knowledge regarding how to have the important conversations needed when there were conflicts and upset feelings. It's a common problem in many organ- izations. Someone does or says some- thing that makes another angry. That person then complains about it to oth- ers. This is how gossip starts. It's also common to see both overt and subtle power struggles played out that add to lowered quality of work life.

The director, employees and super- visors all learned how to have produc- tive conversations instead of wasting time on power-and-rights struggles. They also individually committed to an agreement for future behavior. They agreed to meet with anyone and discuss their issue. They have implemented a process of having effective conversa- tions without defensiveness, power struggles and rights contests. It is a much better option that has resulted in improved work relations, job satisfac- tion and increased productivity.

How are workplace conflicts man- aged in your organization? Do you have power-and-rights contests, or pro- ductive conversations?

Ben Adkins can be reached at 817-313-1693 or e-mailed at [email protected].

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