Conflict inside companies

Cases of conflict (i.e. a situation present on every occasion when two thinking heads confront each other) are accentuated by the continuous sharing of spaces and places.

A typical example is the work environment where several figures may be involved. Perhaps the most common case is that of disagreements between colleagues: where each person relies on his or her own wealth of experience and ideas and beliefs, it is easy for clashes to arise. Similarly, conflicts can arise between those in positions of responsibility and the people who report to them, as well as between the company’s contact person and the external environment, represented above all by customers and suppliers. Knowing how to manage them in the best possible way, also with the help of a third party figure such as a facilitator (internal or external), makes it possible to change perspective on conflict, transforming it from a problem into an opportunity for confrontation, sharing and growth.

Let us start with the conflict between peers within the company.

Conflict between colleagues occurs in almost any workplace, and the more structured the company, the greater the occasions for clashes.

The causes for conflict between colleagues can be many, ranging from differences in values to the expression of conflicting interests and goals, to clashes between strong personalities and poor communication.

Supporting colleagues in managing themselves in conflict is very important not only to ensure the growth and success of the company, but also to enjoy their time in the workplace: nobody likes to get up in the morning knowing that they will have to spend most of their day together with people with whom they do nothing but argue.

In order to settle a conflict with a colleague, it is necessary to follow some important steps, such as approaching the issue with a positive approach, trying to take the other person’s point of view, finding common ground and practising empathy and listening.

Last but not least, understand when it is time to bring a third person into the conflict resolution process. The latter can also be a professional figure. This figure can be an internal office with the role of facilitator or an external person called upon to support the company with individual or group paths on the subject of conflict. The presence of a third person, completely impartial, breaks the antithetical pattern of one-to-one opposition typical of conflict between colleagues, maieutically favouring the search for a solution that can convince the parties involved, overcoming the conflict.

Conflict can be rooted in role diversity, accentuated by the clash of different personalities. This means having a completely different approach to life, from stress management methods to personal and professional background. The reasons why conflict may arise between managers and employees, however, may also be others, including the feedback the boss gives to the work of subordinates: dissatisfaction, discourtesy or, even worse, indifference, cause resentment and give rise to critical issues that are difficult to resolve. Employees often have very precise expectations as to how a manager should lead a work team or manage different situations and, in this respect, may compare the current manager with those they had in the past, expressing dissatisfaction; they may feel that the ‘boss’ demands too much, does not respect and value their work or, on the contrary, is too disinterested, not dealing with situations that may generate stress such as periods of work overload. A subordinate may also perceive that the superior is playing favouritism towards other colleagues and is therefore not impartial and fair in professional evaluations.

In this type of conflict, although it is not essential, it seems appropriate that it is the superior who, in his or her leadership position, supports the conflict resolution process. This consideration also takes its cue from the need to prevent personal problems from turning the workplace into a toxic environment and affecting company life, productivity and, consequently, the company’s turnover. As in the case of conflicts between colleagues, the intervention of a facilitator can also be a valuable help in the case of conflicts between superiors and subordinates: through the support of a third person, together with the exercise of empathy, active listening and a change of perspective on problems, it is possible to reach a resolution of critical issues that then has positive repercussions on the entire work team.

Maintaining healthy relationships with customers is crucial for any company, not only for retention issues but also because it increases the likelihood of obtaining good references and, therefore, expanding one’s customer base.

Where conflict arises with customers, therefore, seeking a solution improves the satisfaction of all, the customers themselves and the team. If the conflict involves only a few employees, those in a position of responsibility, such as a manager, must support them and help them to deal with the problem positively.

The first step in resolving conflicts with customers is to actively listen. It is important to remember that active listening is a very different kind of listening from hearing, i.e. receptive activity of the hearing organ, and from listening, i.e. intellectually processing what one has heard. Active listening is listening with the heart, getting in touch with the other person’s emotions and feelings, taking on their point of view. This is why it is essential to listen and understand what the customer’s grievances are, as well as to stay focused on the problem and communicate clearly and transparently: only in this way can an effective solution to critical issues be achieved.

Conflicts with suppliers can be caused by disagreements related to each party’s tasks – e.g. concerning information or product specifications – by relational clashes, by work-related criticalities, such as failure to keep appointments, and by logistical difficulties, e.g. concerning the use of resources. To resolve conflicts with suppliers, it is important to set up clear and honest communication, as well as to establish precise and detailed agreements. As in other situations in which a conflict arises in the workplace, it is also necessary to take the other side’s point of view and keep the focus on the content of the problem rather than shifting it to the people involved: only in this way will it be possible to effectively change the perspective on the conflict, transforming it from an obstacle to an opportunity for growth and development.

In both cases of conflict with external parties, when it comes to litigation, the company can resort (possibly by including a special clause in contracts) to an alternative dispute resolution system such as mediation, thus following a path that aims to help those involved find a solution to the conflict situation.

The conflict management course, aimed at entrepreneurs, freelancers, team managers and area managers, aims to explore the topic of conflict, accompanying a greater awareness of the personal relationship with conflict, in order to help understand better where it arises, how to recognise it and how to manage it so that it can be directed towards a practical solution that is beneficial to all those involved.