Finally get that promotion? Get exclusive content, tips and tools to help you excel.
Implicit bias occurs when individuals make judgments about people based on gender, race or other prohibited factors without even realizing they’re doing it.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
When asked to rate their manager on a list of specific behaviors, most employees agreed their boss is open to suggestions, acts in an ethical manner and listens to employees’ concerns. However, 41 percent disagreed when asked if their boss handles workplace conflict effectively.
In June 2012, Healthy Companies International, a management consulting firm, surveyed 2,700 employees from its in-house database of senior managers, HR executives and C-suite leaders to examine employee perceptions of 20 specific manager behaviors.
At the top of the list of behaviors, 86 percent of respondents agreed the person to whom they report acts in an ethical manner. By comparison, two behaviors tied for the lowest positive score: just 59 percent of employees said their boss deals capably with workplace conflicts and motivates employees during adversity.
“Conflict occurs in every organization,” said Stephen Parker, president of Healthy Companies International, in a news statement. And almost always it falls to the boss to handle workplace discord, he noted. “It comes with the job and, in fact, is a core element in assessing the performance of an executive with supervisory responsibility.”
Sources of Workplace Conflict
Parker added that conflict often arises as a result of:
While conflicts can result from a clash of personalities or styles, they might have more to do with legitimate business issues. Thus, tackling the disagreement head on might help an organization examine the problem, as well as issues and alternatives, he suggested. “Conflict is oxygen and brings issues into the open,” Parker said.
“I always encourage people to solve problems and conflicts at the lowest level possible—among one another—before getting others involved, if possible,”
Judy Lindenberger of The Lindenberger Group, a New York City-based consultancy, told
Group training and individual coaching can help, she said.
What Not to Do About Workplace Conflict
According to Parker, bosses might make a difficult situation worse if they fail to understand the exact nature of the issue or become defensive or confrontational. “Getting emotionally invested, ignoring the feelings of the people involved or denying one’s own part … each is a trap the boss can fall into,” he added.
However, inaction by the boss, such as ignoring inappropriate behavior or overlooking missed deadlines, can result in conflict as well, according to Parker. “Inability to manage conflict creates more conflict,” he explained. “When the CEO just functions as a peacemaker the effect may be to dampen down creativity. The challenge is to manage the conflict productively.”
HR’s Role in Managing Conflict
“Guidelines for appropriate workplace behavior need to be in the employee manual, in job descriptions and in the performance appraisal process,” Lindenberger said.
In an e-mail to
SHRM Online, Parker encouraged HR professionals to model the behavior that best facilitates conflict management:
Parker wrote that some managers prefer to deny conflict rather than face it because they “wrongly think workplace conflicts are a negative reflection on them.” He reiterated that when managers avoid managing conflict it “only makes matters worse.”
Developing Conflict Management Skills
“Bosses need to get comfortable with a repertoire of conflict management skills,” Parker said in the statement, such as avoiding becoming emotionally invested in a particular outcome and keeping parties focused on the business, not personalities.
SHRM Online with a list of tips for managers faced with a conflict:
Employees will respect a manager who considers all of the facts and points of view and then makes a decision and helps employees move on, he added.
Rebecca R. Hastings, SPHR, is an online editor/manager for SHRM.
Managing Interpersonal Conflicts in the Workplace: Training For Managers, SHRM Sample Presentation
Conflict Resolution: Let Employees Find the Solutions,
SHRM Online Employee Relations Discipline, June 2012
What Not to Do with Employee Complaints,
SHRM Online Employee Relations Discipline, January 2011
Employee Relations Discipline Home Page
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 3,200 companies