Every organization experiences workplace conflict. The friction points often start small, arising from poor communication or different approaches to work. However, they can escalate into much bigger issues, including performance challenges, employee disengagement and distrust, if left unresolved.
By embracing the scratchiness that comes from tension and engaging in healthy conflict resolution strategies, managers can turn disagreements into sources of strength.
The Importance of Conflict Resolution in the Workplace
On average, employees spend about two hours each week [1] managing conflict. That equates to one full workday each month spent navigating friction instead of working towards organizational objectives.
In addition to decreased productivity, these challenges can have a negative impact on employee and company well-being. 77% of staff report feeling disengaged [2], 23% have left a job over workplace conflict [3] and 18% have witnessed project [1] failures as a direct result.
When teammates hesitate to share their opinions or engage in conflict resolution in a constructive manner, it impacts their capacity to trust one another and limits innovation, which thrives when cognitive diversity is present [4].
The Value of Behavioral and Cognitive Insights in Conflict Management
Disagreements can stem from a number of sources, and they often escalate if individuals do not understand, value or have the skills to discuss their preferred work styles.
Our research at Emergenetics International indicates that at least 85% of the world will have a different cognitive style from you [5], meaning that the way I think is very likely to be dissimilar from how you think.
Knowing and appreciating a person’s preferences can remove some of the emotional drama from interpersonal challenges. It helps us pause and ask questions, rather than make up stories about our colleagues, and it provides a language that people can use to ask for what they need.
For example, if I know my coworker is motivated by details and guidelines (two things that I do not normally gravitate toward), I’m more likely to provide them with thorough information about a project and be receptive to their follow-up questions. If I hadn’t known about their preferences, I might have perceived them as being overly rigid or nitpicky.
From Conflict to Workplace Harmony
It’s important to remember that creating a positive, productive work environment is not about having the same perspectives or simply getting along. It’s about designing space for psychological safety [6], where multiple voices can coexist and create something together.
So much value comes from distinct points of view. Cognitively diverse teams solve problems faster and more effectively than homogenous ones [7]. When staff members feel valued, team morale also increases, which is linked to performance improvements [8].
Leaders can create a healthy atmosphere by empowering personnel to recognize their own Thinking and Behavioral patterns while providing training that teaches them how to communicate and collaborate with those who approach work differently.
Emergenetics in Action — A Framework for Conflict Resolution Training
To create a high-functioning team that turns disagreements into positive outcomes, I recommend four steps.
#1 – Identify cognitive and behavioral styles.
Start by bringing awareness to the tendencies of your employees. We use the Emergenetics framework to reveal the ways people show up through their preferences for four Thinking Attributes (Analytical, Structural, Social and Conceptual) and three Behavioral Attributes (Expressiveness, Assertiveness and Flexibility).
Tools like Emergenetics uncover differences and similarities across the group and establish a foundation for supportive team dynamics. Be sure that the solutions you deliver celebrate the brilliances of your staff, so they can recognize the gifts that come from distinct styles and minimize biases they may have previously had about one another’s approach to work.
#2 – Uncover potential friction points.
Recognizing Thinking and Behavioral predispositions supports mutual understanding and allows personnel to pinpoint potential sources of contention before they arise. Using Emergenetics, staff can review their team’s Dot Graph to identify how their tendencies differ from those of other team members. With these insights, they can discuss what they each need from one another to be their most productive.
It’s also important that coworkers discuss how they will handle conflict. By proactively exploring their communication styles, staff members can elevate their conflict resolution skills and set the team up for success in managing disagreements.
#3 – Create norms for respectful communication and team cohesion.
Establish a set of guiding principles for your team that define how the group will interact and operate in their day-to-day. These clear expectations will help the department limit communication breakdowns, foster collaboration and enhance overall accountability.
If you are curious to learn more about the process of developing rules of engagement that stick, I encourage you to reach out about our Crafting Team Norms workshop [9].
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#4 – Establish safe spaces to discuss challenges.
Make time for your team to check in about existing practices, so staff members have a secure environment to raise concerns. By maintaining an open dialogue, you can continually optimize working relationships and identify opportunities to collaborate more harmoniously.
Additionally, schedule regular one-on-one meetings with direct reports. Engage in active listening to learn about their challenges and proactively address points of tension before they escalate.
Managing Conflict in the Workplace with Open Communication
To see how these steps can come to life, I’ll share an example from one business leader. After his first Emergenetics session, he realized why he and his first manager experienced so much conflict – enough that they had to be separated to other parts of the organization. These two individuals had diametrically opposed Thinking styles and did not take the time to appreciate one another’s perspectives.
Determined to manage conflict effectively going forward, he practiced flexing into the Social Attribute (his least preferred) and even asked his Executive Assistant to give him assignments. As he progressed in the company, he hosted one-on-one meetings with everyone he supervised. They shared their Emergenetics Profiles so that they could:
- Understand where the other was coming from
- Explore how they each preferred to make decisions
- Set a norm about how they would call attention to the overuse of any of their preferences
This approach helped him create a positive work environment by strengthening personal relationships and using the language of Emergenetics to resolve conflict. His actions led to personal and professional growth, earning him company awards, gifts from employees and promotions to the highest echelons of this multinational company.
Addressing Conflict: How Leaders Can Navigate Tough Conversations
To elevate conflict management skills within a team, it’s important that supervisors model the way by practicing effective conflict resolution strategies themselves.
Prepare to Effectively Manage Conflict
You will be more likely to achieve favorable outcomes when you prepare. A few best practices include:
- Tap into your emotional intelligence – Reflect on the situation and any preconceived notions you may be holding onto. If you have Emergenetics Profiles, review your preferences and those of the parties involved to determine whether your tendencies may be influencing your perspective on the conflict.
- Get clarity – After considering potential bias, get the facts about what transpired without assigning judgment. The goal is to have a clear picture of what occurred, the steps that were taken and the outcomes.
- Presume positive intent – When you assume people are trying their best, it takes negative emotion out of the workplace conflict so you can focus on the situation at hand and the actions that led to the tension.
- Embrace curiosity – While you may have some thoughts about how to resolve the points of friction, be open to other ideas to reach mutually acceptable solutions.
- Communicate with your teammate in mind – Determine how you will navigate the conversation based on your team members’ needs, rather than your own. Consider their Thinking and Behavioral styles so you can reduce intent-impact gaps [11].
Use Language That Builds Trust
The way we express ourselves can have a significant impact on the effectiveness of our conflict management styles. I recommend using positive vocabulary, or what we call the Language of Grace [12], to reduce defensiveness and create space for collaborative problem solving.
Ask open-ended questions to hear from the individuals involved and use stems like “I wonder…” or “How else could we…” to encourage productive discussion.
Apply Conflict Resolution Strategies for Performance Disagreements
Often, I find new managers struggle to give constructive feedback due to a lack of confidence or fear of confrontation. Most workers have a sincere desire to succeed and support their team, so avoiding these discussions does a disservice to your direct report and organization.
In addition to the preparation tips above, be sure to:
- Be timely – Don’t wait until an annual review to address poor performance. When an issue arises, set time to discuss the situation with your direct report quickly, while also ensuring they understand what you want to discuss and can adequately prepare.
- Set a positive tone – Make sure your teammate knows that you are committed to their individual growth, seeking win-win solutions and will listen actively to their point of view. Establishing these intentions can help both you and your employee approach conflict and problem-solving with an open mind.
- Identify time to reconnect – After determining a solution or potential set of solutions, establish a timeline to meet again to discuss outcomes or additional course corrections. By proactively checking back in, you will support your teammate’s success.
Transforming Difficult Conversations into Growth Opportunities
Disagreements are not inherent problems in the workplace. It’s unresolved friction that causes distrust and disruption. By setting team norms and modeling conflict resolution skills, you can transform your workplace culture into one where dissenting opinions serve as the foundation for new learning, innovation and performance.
If you’re looking for a place to start, I invite you to find a colleague you trust who often has a different perspective from you. Engage in role-play scenarios to begin flexing your conflict management muscles. Practicing in a safe space will allow you to get actionable feedback to elevate your emotional intelligence, learn to build common ground and strengthen your leadership skills.
Want help improving your team dynamics and building conflict resolution skills? Let’s connect to discuss how Emergenetics solutions can support you! Fill out the form below: