HJAR Nov/Dec 2022

Managing conflict in the workplace can be very challenging, both for leaders and for teammembers. The strength of working as a team is that different perspectives, values, opinions, and backgrounds come together to collectively address problems and collab- oratively design and implement solutions. However, differences in perspectives that are not navigated well can lead to disputes and intransigence, particularly in the fast- changing and stressful healthcare work- place. 1 COVID-19 has increased the likeli- hood of conflict, as stress continues to grow from the pandemic and its effects on the health of the workforce, critical workforce shortages, supply chain delays, and more. Many members of the healthcare workforce are exhausted, stressed, and/or burned out; and without an end to the pandemic in sight, they are becoming increasingly hopeless. This emotional tenor can result in conflict eruptions at a higher frequency and inten- sity than prior to the pandemic and a dimin- ished ability to listen to others’perspectives and/or compromise. Managing conflict skillfully leads to improved relationships among teammem- bers, improved performance and produc- tivity, reduced stress among members, improved creativity and innovation when collectively problem-solving, more efficient and adaptable team processes, improved patient satisfaction and quality of care, and overall increased morale. Choosing to utilize a positive conflict management style will help build a culture that fosters collegiality and minimizes disputes and disruptions. 1 Lack of emotional intelligence, role ambigu- ity, competition for status in the hierarchy, and poor communication are some contrib- uting environmental factors to workplace conflict. 1,2 Not effectively managing conflict can lead to the opposite — impaired relation- ships and team function, reduced perfor- mance and outcomes, and more stress for all involved. There are several ways manag- ers commonly mishandle conflict among teammembers. 3 The first is avoiding discus- sion and ignoring the problem. While in the short term, a small percentage of conflictual situations blow over, typically, tensions fes- ter and worsen over time. The second is uti- lizing authoritarian leadership techniques to force individuals to comply and stifle emo- tional expression. This approach often leads to resentment and anger that later erupts in an even more pronounced way. Third is let- ting the angry individual or group get what they want. This reinforces anger and conflict as an appropriate approach to solving prob- lems and as such will increase its frequency throughout the workforce. Further, accom- modating one of the parties and allowing them to get what they want while ignoring your own or another group’s thoughts and feelings heightens tensions and paves the way for longstanding conflict. There are several techniques that are use- ful for individuals in managing a conflict on a team. 3 They are useful for both leaders and teammembers. First, plan ahead. Take some time to center yourself and your own emo- tions so that you can stay calm and be the voice of reason. Pick a time for individuals to meet that maximizes the likelihood that they are also calm — when there is plenty of time to discuss and where you will not be interrupted. Make sure all the people involved are present. Start by acknowledg- ing there is a conflict or concern. Utilize an appreciative inquiry approach. Give each person speaking your attention, and actively listen to what they say without interruption. Be patient as they express their thoughts and feelings. Summarize their perspective and check to see if you have summarized it accurately, encouraging clarifying com- ments. After the other individual(s) have had the ability to fully communicate their concern and feelings, outline your own per- spective calmly, using “I-statements” such as “When this new rule was imposed, I felt …” Check that they understand your posi- tion, even if they do not feel similarly. Iden- tify any areas of common agreement if pos- sible, which reframes the interaction from opposing sides to sides that are aligned at least in some ways. Next, collectively brain- storm potential solutions without judgment or criticism. Collaboratively discuss the pros and cons of each and jointly determine a “ Managing conflict skillfully leads to improved relationships among team members, improved performance and productivity, reduced stress among members, improved creativity and innovation when collectively problem- solving, ... and overall increased morale.”