{"id":155414,"date":"2023-03-14T05:50:30","date_gmt":"2023-03-14T05:50:30","guid":{"rendered":"http:\/\/64100974d4815e7ad45a2d85"},"modified":"2023-03-14T05:50:30","modified_gmt":"2023-03-14T05:50:30","slug":"conflict-why-should-you-care-and-what-should-you-do","status":"publish","type":"post","link":"https:\/\/squarehr.com\/index.php\/2023\/03\/14\/conflict-why-should-you-care-and-what-should-you-do\/","title":{"rendered":"Conflict: Why Should You Care and What Should You Do?"},"content":{"rendered":"
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So many people avoid conflict, especially at work. That\u2019s a problem if the leaders are conflict adverse. Why should you care? If conflict is avoided and not addressed, significant financial impact can result.<\/p>\n

Let\u2019s take a quantitative approach of what conflict costs an organization, costs if you address it versus costs if you ignore it. Compare the two then decide what\u2019s best for your organization.<\/p>\n

Quantitative Costs<\/h2>\n

A manager observes two team members openly in conflict over some issue and recognizes their need to address it, preferably by sitting them both down and having a facilitated discussion. Calculate those costs: 1) the number of hours the manager spends preparing and holding the discussion times their hourly rate; and 2) the number of hours spent by the individuals in discussion times their hourly rates. This is the simplest approach, and it should be the most cost effective.<\/p>\n

If a formal, internal complaint is made, the complexity and costs increase. Someone (internal or external) investigates. It involves time gathering and reviewing background information, determining which individuals to interview, conducting those interviews, and preparing investigation reports. Estimate the amount of time the investigator spends (reviewing background information, conducting interviews, and writing a report) and multiply the estimated hours by their hourly rate. Then add the time spent by interviewees times their hourly rates. There may also be costs associated with legal advisors depending on the nature of the complaint.<\/p>\n

If an external charge\u2014discrimination, for example\u2014is filed, the conflict likely was not acknowledged internally. The cost of responding is similar to internal investigations (fact gathering, interviews, responses), but legal counsel and fees may be involved increasing the costs. If a lawsuit is filed, outside counsel\u2019s legal fees will dominate. Needless to say, as the conflict moves further from the root cause, the costs grow exponentially.<\/p>\n

Qualitative Costs<\/h2>\n

Now consider a situation where there is a conflict that is not brought to anyone\u2019s attention, or perhaps it was, but was not addressed. Are you aware of how many people leave your organization because they have \u201csuffered in silence\u201d until reaching the point where they decide to leave?  The result: Lost productivity (can you calculate the extent?) and higher turnover (which you should be tracking).<\/p>\n

If a work environment grows toxic, and the cause of the toxicity is ignored, employees\u2019 low morale will also have a financial impact.<\/p>\n

How Should Managers Address Conflict?<\/h2>\n

The role managers play in conflict occurring between their team members is frequently overlooked. Should a manager jump in and try to resolve conflict or not? <\/p>\n

Trapped in the middle of a situation or an issue, a manager must realize he or she doesn’t necessarily own it\u2014the employees involved generally do. Here are five tips to help managers understand their role in and the best approach for dealing with workplace conflict:<\/p>\n