They say Man is a social animal. By nature, it is almost next to impossible for an individual to live alone without interacting with anyone at all. One has to interact with someone or the other, for some or the other reason. When a person interacts with other(s) opinions may differ. This difference of opinion at times gives rise to disagreements and friction, which is also referred to as conflict.
Technically speaking, Conflict is a disagreement, clash, or struggle between two or more parties, often arising from differing needs, goals, values, beliefs, or interests. Conflict is the name given to the unrest caused by divergent ideas, goals, and/or views. Disagreements and conflicts are inevitable in day-to-day life.
Conflicts often occur at workplaces too and can have various effects both positive and negative, depending on how it’s managed. The conflicts generally witnessed at the workplaces can be Intrapersonal, Interpersonal, Intergroup, organisational, or conflict of interest in nature.
If not handled effectively, conflicts may have repercussions which at times may be serious. Some of the adverse effects may be summarised as distractions and unnecessary disruptions, Lower employee morale, reduced job satisfaction, absenteeism, reduced or lack of communication altogether amongst the individuals and/ or teams, employee turnover etc… which ultimately adversely affect the work culture, productivity, and reputation of any organisation.
However, if addressed constructively in a professional way, conflict may not always be necessarily negative. It may bring positive changes like a better understanding of individuals there perspectives, roles and responsibilities, improved communication and a better team working culture. Which may result in getting better innovation, growth, productivity and profitability.
One of the most popular ways of handling conflicts in organisations is by using the principles of the “Johari Window” which emphasizes the importance of self-awareness, open communication, and feedback. It encourages all parties to avoid taking defensive or offensive postures and move towards mutual understanding by expanding the Open Area, reducing the Blind Spot and Hidden Area, and exploring the Unknown Area.
The Johari Window has proved to be a valuable tool for addressing conflicts at workplaces because it encourages openness, reduces misunderstandings, and tries to bring mutual understanding by promoting both self-awareness and also empathy and trust for others.
The picture below summarises the above-mentioned conflict management process in nut shell:
To further understand, here is a story from a real-life situation:
In a busy marketing firm, employees noticed growing tension around the office coffee machine. Every morning, workers would line up for their coffee, but it wasn’t long before small complaints started surfacing. Some employees felt others were taking too long to make their coffee, causing delays in the morning routine. Others felt that certain colleagues were always using the machine at the busiest times, while others got no chance to use it at all.
This brewing tension peaked when two employees—Sarah and John—had a brief but heated argument over the coffee machine. Sarah felt John was hogging the machine, taking up too much time when it was supposed to be a quick stop for every one. John, on the other hand, felt Sarah was being unfair, as she had been giving him looks when he was trying to make his coffee. Both of them were frustrated, and it was beginning to create an uncomfortable atmosphere.
The office manager, Clara, noticed the growing tension and decided to step in before it escalated further. Rather than making it a larger issue, Clara organized a short meeting with Sarah, John, and a few other affected key team members. She approached it as an opportunity to improve office dynamics rather than assigning blame.
Conflict Management Approach:
1. Active Listening: Clara first asked Sarah and John to explain their perspectives without interrupting each other. This gave both employees a chance to feel heard and validated, which helped diffuse some of the initial hostility.
2. Identifying the Core Issue: Clara helped the group realize that the conflict wasn’t about the coffee machine itself, but rather about a lack of understanding and respect for each other’s time. Everyone was operating on different schedules, and no one had explicitly communicated their preferences or frustrations.
3. Finding a Compromise: After discussing the issue, the group came up with a simple solution: a “coffee rota” where employees would sign up for specific times to use the machine during peak hours. This ensured everyone got a fair chance to make their coffee without feeling rushed or inconvenienced.
4. Follow-up: Clara checked in with the team after a few weeks to make sure the new system was working and to address any new concerns. The follow-up showed the team that their feedback mattered and helped strengthen communication moving forward.
Outcome:
The coffee machine conflict was resolved peacefully, and the team felt more unified. People were happier, and there was a noticeable decrease in workplace tension. By using active listening, encouraging empathy, and facilitating an open discussion, Clara transformed a small but potentially disruptive conflict into an opportunity for the team to collaborate and improve communication.
This story is a simple example of how addressing workplace conflict early, with a focus on open dialogue and compromise, can help create a more positive and productive environment.
Finally to summarise: Conflicts if addressed timely, handled professionally and effectively along with adding some content of empathy, may prove to be opportunities and growth engines for organisations.
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