Conflict Management in the Workplace

The recent case of an airline pilot slapping his co-pilot in an international flight prompting the latter to leave the controls and walk out of the cockpit thereby endangering flight safety, should put workplace conflict firmly in center stage. That the co-pilot walked out twice and had to be cajoled by the cabin-crew to take back the controls indicates the degree to which she must have been aggrieved. The DGCA has promptly suspended the license of the pilot and the co-pilot has been suspended by the airline.

The airline and the regulatory body are proceeding with their inquiries and administrative procedures and actions to be taken in such instances. The airline HR team is as much to blame as the pilots for letting such a situation come to pass. We in the HR profession need to remind ourselves that there will be conflicts in the workplace and we need to keep ourselves ahead in the game if we are to manage the human resource of our organization effectively.

Recognizing the symptoms of a malady are as important as the malady itself for effective treatment. While branding workplace conflict as a ‘malady’ may not be entirely right, it does affect productivity if not addressed promptly. In this case some newspapers also reported that the pilot and the co-pilot were live-in partners. Well then, was it a ‘lover’s spat’? The HR should have taken cognizance of their status and made sure that either they got along well or were not rostered together.

While this is a rare case, workplace conflicts are fairly common and we experience them almost every day.

Conflict can manifest itself in various ways and varying severity. The cause largely includes differences between personality styles, values, expectations and goals. When conflict grows to a point where a supervisor needs to get involved, the situation has possibly reached a critical point.

Categorizing Causes of Conflict

The first step towards effective conflict management is to identify the root causes of conflict. According to psychologists Art Bell and Brett Hart, the eight common causes of conflict in the workplace are:

a.       Conflicting resources. People often have to share resources. We must develop empathy and team spirit to avoid getting into a conflict over sharing resources. The manager can step in and lay down priorities if required.

b.       Conflicting styles. Each one of us has a different working style. Key to contributing to a healthy office atmosphere is to understand each other’s style and as long as the organizational goals are being met, do not bother about it.

c.        Conflicting perceptions. All of us have our own world-view. We may perceive events in the workplace differently. The key to avoiding a conflict due to different perceptions is to have an effective communication system where everyone is kept informed so that independent interpretations are minimized and gossip should be dealt with severely.

d.       Conflicting goals. Very often we may be given conflicting targets. One manager may demand top quality while the other would insist on cost control. The operations guy would want to run the machines, the maintenance team would want to shut down and carry out preventive maintenance. It is best to talk to both of them, assess the impact on productivity and take a call.

e.       Conflicting pressures. Conflicting pressures are similar to conflicting goals; the only difference is that conflicting pressures usually involve urgent tasks, while conflicting goals typically involve projects with longer timelines. If you feel that team members are experiencing conflict because of clashing short-term objectives, reschedule tasks and deadlines to relieve the pressure

f.        Conflicting roles. There are many instances when as managers we have to assign tasks to a person beyond his normal role and responsibilities. This may cause a conflict in his mind as well as in the mind of the person whose responsibility it should have been. Communicate clearly with your team and explain why the task has been assigned to a different person. It will help immensely in maintaining a cordial atmosphere.

g.       Different personal values. As managers we have to respect the ethical values of each individual and avoid assigning tasks which are in conflict with a person’s personal values.

h.       Unpredictable policies. Office policies should be clearly defined so as to bring in consistency in dealing with various situations or issues. Unpredictable policies are bound to hinder proactive behavior of staff when faced with new situations.

Conflict Resolution

Conflict resolution is the process of resolving a dispute or a conflict by meeting at least some of each side’s needs and addressing their interests. Conflict resolution sometimes requires both a power-based and an interest-based approach, such as the simultaneous use of authority and attempt at negotiation to reconcile each party’s interests.

There are several conflict resolution models. But the most commonly practiced is the Thomas-Kilmann resolution model. It is based on two factors, Assertiveness and Cooperativeness. While Assertiveness is about teams being opposite each other in a conflict situation, Cooperativeness is about both teams working towards a common goal in the same situation.

The 5-methods described in the Thomas-Kilmann Model are: -

a.       Avoiding.

b.       Accommodating

c.        Compromising

d.       Competing

e.       Collaborating

Assertiveness

·         Competing                                                                                     * Collaborating

                                                          *Compromising

·         Avoiding                                                                              * Accommodating

                                                                                                       Cooperativeness

The diagram above indicates that conflict resolution through Collaboration is high on both Cooperativeness and Assertiveness. Its outcome is not a zero-sum game like would be the case in Avoiding or Competing. Accommodating is passive in nature and Compromising may not yield the best results for the organization.

As managers we are required to adopt all these styles at different points in time in different situations. Having said that, in all workplace conflicts, ‘organizational interest’ is invariably the constantly affected party. And, therefore, it should take priority in all resolutions. Within an organization, it is imperative that the team members be proactive in identifying and resolving conflict situations before they reach the critical stage. Non-resolution shall invariably result in poor work quality, communication problems and exit of valuable human resource besides loss of business.

Kiss,Bow or Namaste?- Working in a Cross Cultural Environment

A very senior lady officer had been invited as the Chief Guest for a function to a mining site in a remote location in east Africa. She was accompanied by four other team members who were all gentlemen. The function went off very well and all moved to the dining hall for refreshments. After a cake-cutting-by-the-Chief Guest photo-op, the chief host, an Indian, picked a piece of cake and offered to put it in the chief guest’s mouth; the way we do it to our colleagues, friends and family members in India. The lady first refused politely. But when the host insisted, she bristled and spoke to her team member in Portuguese. Thankfully, the author who had learnt a smattering of the language understood and told his colleague to back off and asked the waiter to offer the cake in a plate.

Apparently, in the local culture, a lady accepts a piece of cake in this manner only from her fiancé or husband!!

Definition of culture. The Merriam-Webster dictionary offers the following definitions of the word ‘culture’.

a. The customary beliefs, social forms, and material traits of a racial, religious, or social group; it also includes the characteristic features of everyday existence (such as diversions or a way of life) shared by people in a place or time e.g. popular culture, Southern culture

b. The set of shared attitudes, values, goals, and practices that characterizes an institution or organization, what we call organizational culture e.g. a corporate culture focused on the bottom line or an organization focused on its employees.

c. The set of values, conventions, or social practices associated with a particular field, activity, or societal characteristic e.g. studying the effect of computers on print culture

d. The integrated pattern of human knowledge, belief, and behavior that depends upon the capacity for learning and transmitting knowledge to succeeding generations.

Global interdependence of Markets.

Business operations having become global and business executives required to work in different countries, it has become extremely important for them to understand the nuances of the culture they are working in. The human resources department in organizations also has to understand this. When a common culture prevails, personnel management is not difficult since everybody has a common conception of right, wrong and accepted behavior. However, when team members come from different cultural backgrounds or the backgrounds of the manager and the team differ, it might lead to grave misunderstandings.

How to Avoid Misunderstandings. A few things that executives must keep in mind when working in multi-cultural scenarios to avoid misunderstandings are: -

People from different cultures communicate differently. When the author switched his career from the Armed Forces to the corporate with a media company, the first advice he received from his Group Chief HR was, “Pranav in the Army you were used to giving orders in a crisp and concise manner and knew that they would be carried out. The corporate is a different ball-game. The normal style of issuing instructions has to be friendly and not curt.”  

The communication style in India is subtle. Meanings are implied and not explicitly stated. When a person is asking for ‘chai- paani’ to do your work, do not offer him a cup of tea or a glass of water! He is asking for a bribe to get your work done. Even in the case in Japan and China you have to look for the message in the information provided.

Communication styles in the United States, Australia, and the UK, are more direct. It is precise, open and more emotional.

Some cultures communicate calmly, basing discussion wholly on facts and acting decisively. Others are courteous, good listeners, and amiable. A third type of culture is warm and emotional.

By understanding these differences, you will be able to temper your communication style accordingly and be more effective in cross-cultural teams.

Terri Morrison and Wayne A. Conaway in their book ‘Kiss, Bow or Shake Hands’ have written in great details on how to handle common business interactions with grace, respect, and an appreciation for different cultures.

Understand that there will be differences in cultural value

Prof Geert Hofstede, a Dutch social psychologist and an IBM employee did pioneering research on cross cultural dimensions over a period of 7 years in the late 1960s-early 70s.

These dimensions founded by Hofstede illustrate the deeply embedded values of diverse cultures. These values impact not only how people with different cultural backgrounds behave, but also the manner in which they will potentially behave when placed in a work-associated context.

This is a brief overview of the six cultural dimensions:

a.     Power Distance: This dimension explains the extent to which members who are less powerful in a society accept and also expect that the distribution of power takes place unequally. The ‘Mai-baap’ system in India is an example of this. Or the cynical acceptance that the powerful people are above the law.

b.     Uncertainty Avoidance: It is a dimension that describes the extent to which people in society are not at ease with ambiguity and uncertainty. Entrepreneurial organizations are risk takers and can deal with ambiguity while the established organizations are driven more by stringent processes.

c.     Individualism vs. Collectivism: The focus of this dimension is on the question regarding whether people have a preference for being left alone to look after themselves or want to remain in a closely knitted network. The US is more about individualism while the Asian countries are more into collectivism.

d.    Masculinity vs. Femininity: Masculinity implies a society’s preference for assertiveness, heroism, achievement and material reward for attaining success. On the contrary, femininity represents a preference for modesty, cooperation, quality of life and caring for the weak.

e.     Long-Term vs. Short-Term Orientation: Long-term orientation describes the inclination of a society toward searching for virtue. Short-term orientation pertains to those societies that are strongly inclined toward the establishment of the absolute truth.

f.      Indulgence vs. Restraint: This revolves around the degree to which societies can exercise control over their impulses and desires.

A comparative study of these dimensions between India and the United States is given below. (Source: https://www.hofstede-insights.com/product/compare-countries/)

Dimension	India	United States	Singapore
Power distance	77	40	74
Uncertainty avoidance	40	46	8
Individualism Vs Collectivism	48	91	20
Masculinity Vs Feminity	56	62	48
Long-term Vs Short-term Orientation	51	26	72
Indulgence Vs Restraint	26	68	46

By understanding how different cultures ‘operate’ within these six dimensions, you will be able to bridge the gap that exists between your cultural dimension and that of your employees or customers.

An analysis of the chart would indicate that in India and Singapore hierarchy is very important while in the US people interact on more equal terms.

A Few Tips for Those Aiming to Work in Internationally

a.       Familiarize yourself with cultural basics. If you're going to be doing business with someone from a different country or culture, acquaint yourself with the basics in advance. This author has found that knowing the history and geography of a country or society helps immensely in striking a rapport and gaining acceptance.

b    Greeting. While hugging or kissing is a common greeting in some cultures, touching, even the simple act of shaking hands, may raise eyebrows, especially between men and women. Observe what others are doing and how is it being responded to. It also helps to learn the words of greeting and a few key phrases of the local language.

c.    Pay attention to your gestures. In-person or on video conference calls, simple gestures and stances can mean wildly different things in different cultures. For example, sitting casually with a foot resting on the opposite knee is the equivalent of showing one's foot, which is a highly offensive gesture to some people from the Middle East. Choose a more formal demeanour with good posture, feet on the floor or crossed at the ankle, and hands folded or at your sides if you are unsure of what is acceptable and what's not.

d.   Take cues from clues. Whether in person or online, take your cues from the other person's communication. Research shows that some cultures indulge in small talk and exchange of inanities, before they start talking about business is a clue that the individual is social and that you shouldn't jump right into business conversation. If you cut them off and jump into talk about work, they are going to feel like they haven't had the time to interact with you in the way that they need to before business talk starts. The business talk could prove to be non-starter.

e.    Begin with being Formal and Reserved. It is always safe to begin with being formal and reserved till you get a measure of the other person. Avoid informalities, and carry yourself the way you would if you were meeting a dignitary. You can always adjust to a more animated, informal or affectionate manner, but more conservative people may be put off by anything less than a reserved and respectful manner.

f.     Be open to trying new things. When joining an organization overseas or traveling to visit clients in other countries, be open to trying new things, like the food, at least once. Even if you don’t like something, you will be appreciated for making the effort. If you are allergic or prefer not to partake in something (like drinking alcohol) do not compromise your own values, however, to accommodate theirs. You are permitted to respectfully decline. The idea is not to create boundaries, but to build bridges and open the door to cultural differences. In fact this cultural diversity has to be remembered when working in different parts of our country too.

Success in the global marketplace begins with a deep understanding of international business etiquettes, practices, and cultural nuances. Without it, businesses and organizations cannot develop a competitive network of customers, suppliers, and, most important, talent. The colossal failure of the merger of Daimler and Chrysler is a case in point.

What do Employers Want from Employees

WHAT DO EMPLOYERS WANT FROM EMPLOYEES

A team was having an in-house discussion on the strengths and weaknesses of the organization. The point regarding quality manpower came up. Everyone was chipping in with ideas on how to improve the intake and coaching new employees. Methods to improve communication channels came up. An employee, who was so far updating his Facebook status, piped up. “These are okay, but we must have systems in place. Systems must drive the operations.”

“And who will drive the system my friend?” the facilitator shot back at him.

Prof Ram Charan, the renowned management guru to dozens of blue-chip companies and mentor to numerous CEOs writes in his book ‘Execution: The Discipline of Getting Things Done’, that “The three processes—people, strategy, and operations— remain the building blocks and heart of good execution.” He places people foremost. ‘The man behind the machine’ as they say in the Army.

Each organization, based on the business it is in, needs people from a wide domain of skill sets to drive the business. Skill sets as varied as coding in software development industry to cutting in the garment industry. Skills to handle huge cranes in the construction industry to micro-cutters in the diamond business. This segment of the employees forms the operational core of the business. And there are managers who supervise this operational core.

There is a popular saying that ‘people don’t leave jobs, they leave their managers’. Therefore, the role of managers in sustaining the operational efficiency of the business assumes great importance. And therefore, the companies have great expectations from this supervisory or managerial level of employees.

What do employees look for in candidates at the entry-level?

The results of a fairly recent survey by National Association of Colleges and Employers (US) showed that soft skills are what the hiring managers are looking for in the candidates for entry level jobs.

The top 5 responses in the survey were:

·         Ability to work in a team structure.

·         Decision making and problem solving.

·         Ability to communicate verbally with people inside and outside an organization.

·         Ability to plan, organize and prioritize work.

·         Ability to obtain and process information.

You’ll notice that the first five are all soft skills, that is, skills and attributes that make a person able to interact with others effectively. They’re all part of your EQ, your emotional intelligence quotient.

The rest 5 responses related to the technical skills.

·         Ability to analyse quantitative data.

·         Technical knowledge related to the job.

·         Proficiency with computer software programs.

·         Ability to create and/or edit written reports.

·         Ability to sell and influence others.

The second half of the top ten does focus more on specific skill sets, including an analytical mindset, good written communication skills, and computer proficiency.

When a person transits from an entry level to the junior or middle-level manager, the expectations of the employer are different. The employee is deemed to have the skills and knowledge of his previous job-level and is required to possess higher levels of those skills and some new ones.  

Basic expectations of employers from junior and middle level managers.

Empathy. Caring about the job and your co-workers are as important as executing the job. The employers put a premium on this quality in this highly interdependent world.

Mentoring inclination and ability. At this level you are a team leader. You are expected to reach out to mentor your team members, and facilitate enhancement of their knowledge and skills.

Conflict management skills. Employers want people who can play well with others in the "corporate sandbox”. You have to know how to deal with personality conflicts and your own role in them.

Self-direction and initiative. Employers expect employees to take upon themselves more than what is actually expected or required.

Flexibility and adaptability. In many companies, change is often the only constant. Employers appreciate members who can adjust quickly and keep playing ball even if the ground, rules or the competitor are changing rapidly.

The expectations of employers can be mapped to the required personal traits of an employee to meet these expectations. Prof Ram Charan, in his book ‘Know-How’ lists out the following personal traits that can boost or interfere with sustained performance of an organization or an individual. To quote from the book:

·         Ambition- to accomplish targets BUT NOT win at all costs.

·         Drive and Tenacity – to search, persist, and follow through BUT NOT hold on too long.

·         Self-confidence – to overcome the fear of failure, fear of response, or the need to be liked and use power judiciously BUT NOT become arrogant and narcissistic.

·         Psychological Openness – to be receptive to new and different ideas AND NOT shut other people down.

·         Realism – to see what can actually be accomplished AND NOT gloss over problems or assume the worst.

·         Appetite for Learning- to continue to grow and improve the know-hows AND NOT repeat the same mistakes.

Understanding the expectations of the employees and conducting an analysis of one’s own strengths and weaknesses will help an employee in quickly adapting to the work and the workplace. He can re-calibrate his skill-sets and knowledge to deliver at his job in a sustained manner and maintain a work-life balance too. Of course, it’s the positive attitude and perseverance that ultimately separates the also-rans and the winners.