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It's inevitable that every manager or supervisor will find themselves embroiled in a conflict situation sooner or later; they are after all managing the spectrum of human emotions. A good manager also understands that when a conflict reaches the intervention stage, he or she is like a goldfish in a bowl because the rest of the workforce is watching how the situation is managed very closely. A manager's credibility, and ability to retain respect in the workplace, is on the line.

Any conflict that requires management action has gone well beyond a tiff between colleagues and has become detrimental to the operation. No matter what the issue is, the drama that unfolds crystallizes around different opinions on how to go forward with a project, how to resolve resource allocation, how to improve the bottom line, or particularly how to deal with personality clashes that appear not to be reconcilable. It's that latter that presents the biggest challenge and perhaps has the highest stakes.

The most important thing a manager has to do at the outset is get to the nub of the problem. Among all the verbiage, accusations, and posturing, something started the conflict. Unless the manager can establish a clear picture of what that issue was, solutions will be at best temporary. Getting to the crux of the matter is the imperative, and the sooner the better. It takes great skill to maneuver between strong personalities, especially when the opponents are determined to win the day.

While the issue may be between two factions, other people may well have observed its escalation, so a good manager needs to gather as much objective information as possible from anyone who is affected by the conflict. Unless one party is clearly at fault the manager either needs to hammer out a resolution or take deliberate steps so that the onlookers can be confident the matter is being dealt with fairly and professionally.

Conflict between strong willed people sometimes can't be worked out. In situations like these the manager has to consider other options. Perhaps one person is trying to destroy the other, in which case they need to be beaten on the head with the Code of Conduct and given a warning about respecting other people. Perhaps people are equally at fault but one plays a more important role than the other. Perhaps good employees can be transferred to jobs where they don't interact. Perhaps the only resolution is to fire both. Perhaps, ultimately the players can actually agree among themselves and become doubly productive.

A wise manager will use all the options available to find a sensible solution, or at least one that demonstrates effectiveness in the eyes of the rest of the staff. While everyone might be watching to see which side wins or looses, the corporation is best serves when the winner is the integrity of the management process.

Learn more about this author, Ian Buchanan.
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