Managing Workplace Conflict
Introduction
Conflict is, from time to time, an inescapable part of people's lives
at home, at work and in their communities. Each person has opinions, feelings,
needs and ideas that are inevitably different from the next person's.
How these differences are dealt with is important.
Some conflict can be used as an agent for positive change. Some conflict
is at such a low level that we accept it as an irritating part of life,
whereas more serious conflict, if ignored, can develop to a point where
it causes irreparable damage.
Conflict becomes an issue when the causes are not dealt with appropriately.
This leads to a breakdown in communication. This can be between the board
of trustees and the principal, the staff and the principal, staff and
parents, as well as between individual staff members. If the conflict
is between yourself and other/s, you will need to decide whether it would
be advisable to bring in a facilitator to help resolve it.
NZEI Te Riu Roa support for principals
It is important to clarify that, in a dispute with a staff member, where
you, as principal, are in an employer role, that NZEI cannot represent
you or give industrial advice. In this event, you should seek industrial
advice and support through STA. However personal professional support
is available through the counselling service and counsellors can provide
such support and may also refer you to the principal's network.
To minimise conflict everyone involved needs to know and agree on their
different roles, responsibilities, expectations and ways of working together.
The communication needs to be open enough to allow the parties to express
themselves fully and be heard.
Resolving conflict
As principal, you will be called upon to help resolve conflict between
staff, and between staff and parents, and it helps to:
- act promptly before the situation escalates and more
people become involved
- remember that it is a situation rather than a person
or persons to blame
- learn some ways to deal effectively with resolving differences.
A previous chapter in this kit has provided information to help deal
with complaints, discipline and competency. It is essential when dealing
with these matters that principals work through the procedures in the
relevant employment agreement.
This chapter deals briefly with some of the skills needed to deal effectively
with conflict from day to day and a process that can be followed to sort
out issues that have become serious.
Process to deal with conflict
The following process is recommended in Workplace Leadership by Gordon
P. Rabey (Dunmore Press 1997):
- Arrange a meeting on neutral ground, free from interruption.
- Deal with the emotional aspects of the conflict first.
When the tension is reduced, ask them to restate what they think is
the problem and what caused it.
- If you see the problem differently from your perspective,
then identify the differences so that you can both examine them. Avoid
emotive words. Distinguish between facts and opinions. Disclose your
own feelings.
- Try to define the problem in terms of needs rather
than looking for solutions. Identify common ground. Establish facts.
Agree on a joint objective.
- Move into collaborative problem solving.
- Explore all possible options
- Select the option that will best meet the needs
of both parties
- Agree who will do what, where, how and by when
- Follow up to ensure that what should have happened
met your agreed objective.
Further assistance
NZEI Te Riu Roa field officer/takawaenga
NZEI Te Riu Roa Membership Support Teams
NZEI Te Riu Roa membership education programmes are designed to assist
members in these matters. Contact the nearest regional office for details.
Other useful resources are:
The eight essential steps to conflict resolution: preserving relationships
at work, at home, and in the community
WEEKS, Dudley New York, NY G.P.Putnam's Sons, 1994.
The conflict partnership process with Dr Dudley Weeks: skills for
resolving conflict and building relationship
WEEKS, Dudley (video)Wellington, NZ: Legal Resources Trust, 1997
Managing disagreement constructively: conflict management in organizations
KINDLER, Herbert S Menlo Park, Californa: Crisp Publications, Fifty
Minute Book Series, 1996
