Part of every manager's job is resolving conflicts. These conflicts may be between employees or with suppliers or problems with design and upper management. Working as a manager is mostly about either resolving conflict or heading it off before it pops up.

Conflicts between employees is generally easy to resolve. The simplest way is to just put them in areas where they don't have to interact. Unfortunately, that is also the one that rarely can be done. Conflicts arise because two people are asked to merge their skills to accomplish one task. When each one thinks their way is best, conflict is inevitable. This leaves the manager to be the judge. Making such decisions won't make you many friends, but it does keep the job moving forward.

Conflicts with suppliers can take the form of shipping time, cost, or product quality. When dealing with shipping time, the conflict can be resolved by assigning blame to cause of the needed shipping haste.

If the order was changed or made late, any excess shipping cost should be carried by the buyer. If the vendor dropped the ball and failed to meet the deadline, the cost should fall on the seller. There are times when neither are willing to accept responsibility. You have two choices, eat the cost or find a new vendor. In reality, eating the cost is almost always the most beneficial to the project.

If a cost above the original price for the product is brought up by the vendor, you will need to hear what caused the departure from the original cost. If it is something beyond the supplier's control, you may offer to split the cost. Eventually, if you want the product, you may have to absorb the cost. Always consider the impact on the overall project and budget.

When an inferior product is shipped, you have to determine if this is just the way this supplier makes their goods. If it is, you will have to change suppliers and do whatever it takes to return the inferior good or market it yourself to someone else. I have had to resell a number of incorrect items over the years because it was cheaper to sell it than to return it. Put the inferior producer on your list of companies not to do business with in the future.

Design and upper management conflicts may be beyond the scope of your job description. Move very carefully in this area, or you might be looking for work. Design problems need to be addressed as soon as they are seen. Unfortunately, this type of problem doesn't often appear before some critical part doesn't fit or doesn't work. You have to just send the problem up the line for resolution.

Unrealistic upper management expectations can be very tough. You have to keep your project notes up to date. If you are always on top of the project, these conflicts can be resolved by just showing the facts to upper management. Unless they just want to fire you, it should take care of itself if the facts are right.

Learn more about this author, Allen Teal.
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