The scenario
I am a manager in a mid-sized company who has just been assigned a new department. Two of the members of this department are constantly fighting or in conflict. This has negatively affected the functioning and the productivity of the whole department. The previous manager has spoken to them a number of times about their behaviour, to no avail. How do I handle this situation?
The advice
Try this four-step process to resolve a staff conflict:
Background check
Meet with the previous manager to get the background on the situation and determine the source of the conflict. Ask why previous interventions have not worked and what could be done differently.
Bring them together
Meet with the two staff members together, giving each a few minutes to explain what the issues are from each person's perspective. Instruct each of them that they are not to interrupt while the other is speaking. Take note of the issues and concerns, then reflect back to both of them what you have heard. Ask them how the conflict is serving them and what impact it is having on them. Point out to them how their fight is affecting morale and productivity of the department. Tell them that you are aware that there were attempts to resolve the situation with the previous manager.
Ask each of them why they think they have not been able to resolve their dispute and if they are willing to do so. If they both agree then get them to sign a commitment letter to that effect. If they hesitate or refuse then indicate that the company encourages positive relationship and team building. Point out that it will be in their best interest to work on improving their relationship.
Forge a peace pact
Design the commitment with the two employees. Get each to agree not to blame or criticize the other; not to stonewall or give the silent treatment when they are in conflict; not to be defensive in their interactions with each other; and not to be contemptuous or disrespectful to one another. Point out that we are all human and that when either of them makes a mistake or does not follow the commitment that they should apologize to the other person. It is important for the other person to hear and accept the apology. Ask them to each make a list of the things they value about work and the department. Get them to exchange the lists and discuss the differences and commonalities. Then ask them to come up with a combined list of values that they both agree upon. Include all of this in the commitment letter.
Follow up
Meet with the employees together on a regular and informal basis to provide feedback on how they are doing on sticking to their commitments. Praise them for any improvements in their relationship - such as more positive interactions, apologies given and received, treating each other respectfully. Point out when they stray from their commitments. Ask them to recommit and indicate the benefits to them, the department, and the company as a whole when they work together respectfully and professionally.
Bruce Sandy is a business coach and consultant in Greater Vancouver - .
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