Conflict resolution (Human resources column)

For those in the North, the season is winding down. During the next few months, you’ll have more time for casual and not-so-casual conversation. For those in the South, you must find time for the not-so-casual conversations. A crucial part of the not-so-casual conversations should be about conflict with course leaders (golf pro, owner, green committee chair, etc.), employees, and family and friends.

Some conflicts are minor and easy to handle. However, conflicts of greater magnitude require a strategy for successful resolution to prevent them from creating constant tension. Consider the following conflict situations.

1. As a superintendent is presenting a schedule for the winter season, Laura objects, arguing for more opportunities to attend workshops and classes. At first, the superintendent is defensive, but then he remembers one objective of the course is to ensure all processes and practices at the course are up-to-date. The outcome of this exchange is that the staff works together to adjust the schedule to assure the course will be ready come spring while enabling additional workshop and class attendance.

2. Two employees have arguments almost every week when work schedules are posted. They look at each other’s schedules and complain about the other having better hours. Each week the supervisor says, “Don’t argue. We’re a team, so don’t disagree.” Now the entire staff is complaining about work schedules, and morale and productivity are declining.

3. The golf course superintendent and the golf pro are good friends, often golf together and agree on most issues. Too frequently, however, they have difficulty agreeing on, and resolving, issues relating to the direction of the course. These disagreements are increasing and sometimes include minor issues.

Two points can be made by contrasting these three situations. First, conflict isn’t good or bad. (See chart below.) Resolution in the first situation leads to a great outcome. The unresolved conflict in the second situation is poisoning the whole staff. The second point isn’t whether conflict is present, because it will be present in any relationship, but it must be resolved. Conflict is present in all three situations, but conflict resolution exists only in the first.

We often view conflict as an event; however, in reality, conflict is best viewed as a cycle. What we observe as conflict is the symptom of a deeply rooted issue. An event precipitates actions – disagreement, arguing, fighting – that we call conflict. These behaviors typically represent the current reaction to a more deeply rooted conflict. Thus, we look at conflict is a cyclical process.

The often deeply rooted source of the conflict is an issue that arises when the concerns of two people appear to be incompatible. To illustrate, let’s analyze the three situations and articulate the apparent issue:

1. The superintendent and Laura disagree on the level of involvement of employees in their work assignments.

2. The two employees aren’t satisfied with their work schedules and each believes the other is getting preferential treatment.

3. The issue between the superintendent and the pro is the direction of the course.

In each case, the disagreement isn’t specifically about the issue; it’s about a symptom of the issue. To address the conflict, we must understand the conflict cycle. Overt conflict occurs periodically when the contrary values or goals – the issue – surface through a triggering event. The underlying issue lies dormant until something happens to trigger conflict behavior. Once triggered, the conflict behavior becomes less pronounced throughout time. The issue might not be apparent until the next triggering event causes the cycle to repeat itself. The four elements of the cycle are issues, triggering events, conflict behavior and consequences.

Most conflict cycles aren’t static. Without conflict resolution, conflict cycles usually escalate with more frequent triggering events and/or more intense conflict behavior. Most conflicts are resolved by de-escalation of the cycle, which takes time. Rarely is resolution so successful and complete that the next triggering event has no impact on the behavior of the parties to the conflict. The four elements of the conflict cycle are illustrated for the second situation with the two employees. (See box below.)

In the first situation, the success of dealing with the triggering event should contribute to de-escalation. In the third situation, however, the conflict is escalating, and without movement toward resolution, could lead to unwanted consequences – perhaps a resignation.

In your relationships – leadership, supervisory, personal – think differently about conflict. When you have conflict, look for the real causes and issues. Then identify the conflict cycle elements and work to resolve the issue(s) and de-escalate the conflict. GCN

Conflict cycle analysis

The four elements of the conflict cycle using the second situation mentioned.

Triggering event: The weekly posting of the work schedules.

Behavior: Employees argue with each other and complain to the supervisor.

Consequences: Other employees are upset and begin complaining. Motivation and productivity of all employees decreases.

Notes: 
1. Not all triggering events occur this regularly.
2. As here, the consequences can reach far beyond the issue.
3. This conflict is escalating.

Good and bad consequences of conflict

Good
• Properly managed, conflict can be beneficial.
• Conflict is the root of change.
• People learn and grow as a result of conflict.
• Conflict stimulates curiosity and imagination.
• Conflict relieves monotony and boredom.
• Conflict can provide diagnostic information about problem areas.
• After conflict, closer unity can be established. 

Bad
• Prolonged conflict can create excessive stress and cause injury to your physical and mental health.
• Conflict diverts time, energy and money away from reaching important goals.
• Conflict often results in self-interest at the expense of the organization.
• Intensive conflict might result in lies and distortions.