Understanding Conflict

Welcome to the Managing Interpersonal Conflict module.

The learning outcome of this module is to identify situations and factors contributing to interpersonal conflicts on construction sites to then select and apply appropriate strategies to manage them.

In this topic of Understanding Conflict, our aim is to:

• Recognise potential conflict situations in the workplace.
• Consider different approaches to deal with conflict situations.
• Understand constructive and destructive responses.

Conflict is a dreaded word and can be defined as a perceived difference between two or more individuals or groups that results in opposition (argument, disagreement, confrontation).

Conflicts can occur at the construction site or between stakeholders away from the site. Conflict occurs between people because there are differences in the:

• interpretation of facts, methods, or goals
• values and beliefs,
• treatment of individuals and groups.

Module 3 Introduction from Will

Your workplace as a supervisor can vary; the people you interact with can be on-site or off-site. The interactions can also be face-to-face, on the phone or online. Multitudes of people you come across contribute their skills and expertise. By combining individual skills, ideas and knowledge, the team approach can result in a productive and creative working environment focusing on the objectives.

Effective teamwork is highly beneficial in any organisation, yet the same combination of different personalities, ideas and knowledge can result in disagreements and conflict.

Whenever individuals get together, there is a potential for conflict, which can be costly to the project or the organisation.

The Tuckman Model of Project Management

Team dynamics can make or break the success of a project. Remember that:

• Each step builds on the previous one.
• Each step prepares for the performing stage.
• Skipping any step negatively impacts performing.
• With every new challenge, the process repeats.
• Teams can move back and forth between stages.

	Task	Behaviour
Forming	Establish base level expectations Identify similarities Agreeing on common goals	Making contact & bonding Developing trust Members dependent
Storming	Identifying power and control issues Gaining skills in communication Identifying resources	Expressing differences in ideas, feelings, & opinions Reacting to leadership Members' independent or counter-dependent
Norming	Members agree about roles and processes for problem-solving	Decisions are made through negotiation & consensus building
Performing	Achieve effective and satisfying results Members find solutions using appropriate controls	Members work collaboratively Members care about each other The group establishes a unique identity Members are interdependent
Adjourning	Plan for the next ask/project/year, Task/project completion	Recognise & celebrate successes Move on to the next project/team etc

Descriptions and actions for each stage as they relate to each other

Action steps: Forming to Storming

• Set a mission and vision
• Set goals
• Establish roles
• Recognise the need to move out of the “forming” stage
• Leaders must be directive
• Figure ways to build trust
• Define a reward structure
• Take risks
• Bring the group together periodically to work on common tasks
• Assert power appropriately
• Decide to be on the team.

Action steps: Storming to Norming

• Team leaders should actively support and reinforce team behaviour, facilitate the group for wins, and create positive environment
• Leaders must ask for and expect results
• Recognise, and publicise team wins
• Agree on roles and responsibilities
• Buy into objectives and activities
• Actively listen to each other
• Set and take team time together
• Everyone works to set a supportive environment
• Have the vision: “We can succeed!”
• Request and accept feedback
• Build trust by honouring commitments.

Action steps: Norming to Performing

• Maintain traditions
• Praise and flatter each other
• Self-evaluate without a fuss
• Share leadership role in a team based on who does what the best
• Share rewards and successes
• Communicate all the time
• Share responsibility
• Delegate freely within the team
• Commit time to the team
• Keep raising the bar – new, higher goals
• Be selective of new team members; train to maintain the team spirit.

The common causes of conflict in or on a worksite are the result of:

• lack of resources, time or budget
• frustration with people, systems, or company processes
• blockages due to bureaucratic red tape procedures or policies
• approvals or rejections.

"Change" in most circumstances can be an igniter; here are some examples of these situations:

• Introduction of new staff that comes on board without getting an induction.
• New systems that are implemented without testing or providing any training opportunities.

If these situations aren't managed well, they can consume tremendous mental energy. Those involved in this kind of conflict typically experience negative emotions such as stress, frustration, fear and anger.

Types of Workplace Conflict

When assessing workplace conflict, it is easy to try and fit them into a particular category.

Some of the most common categories are:

• differences in ideas, opinions or approach
• undesirable actions or resistance related to that team's activities
• personality clashes.

On the surface, the conflict does not always seem to have an obvious reason; it could look like the people involved just don't like each other. However, knowing the types of personality could help ease conflict in relationships.

Conflict never really stands on its own. The above diagram shows the complexity that can surround a conflict.

Types of complexities can include:

• Relationship
• Situational
• Emotional

Let's break down an example.

Relationship Complexity

As a commercial construction trades supervisor, you manage the relationship internally and externally.

Internally, you report to your project manager, other contracted trade supervisors, business owner and accounts manager. Your team would expect you to be able to manage the project schedule while keeping to the budget.

Externally, you would typically report to a higher-level manager or the project manager within your organisation. Occasionally, you might need to report to government authorities or clients themselves. They will all have different relationship expectations about the project.

Your role as a supervisor is to manage everyone's expectations, be ready to lend a listening ear, hear out what each one has to say and seek the room for compromises that can be made while keeping that balance.

The occasional conflict situation at your workplace can be brushed off and put aside.

However, accumulated and unaddressed conflicts can compound into negative outcomes and lead to a decline in performance. Addressing conflict early and strategically can affect team performance and yield positive outcomes.

Constructive or positive outcomes

Not all conflict is bad; sometimes, we must air this frustration and views, which opens up communication that can result in a more creative and energising workforce.

Conflict, when managed well, could create positive outcomes like:

• encourages innovation
• creates a diversity of opinion or outlook
• stimulates creativity
• highlights opportunities for change
• provides emotional relief and growth
• increases self-awareness
• contributes towards decision-making

Destructive or negative outcomes

Conversely, if conflict is not handled promptly and effectively, the results can be destructive to the workplace, the team, and the organisation.

Things could escalate and blow out of proportion, taking people off the main focus, lowering morale and damaging working relationships that can be hard to repair or regain, communication difficulties, loss of productivity, and group cohesion.

When these situations get out of hand, the staff develop low personal morale, sickness, stress, and job dissatisfaction, and then the company have to deal with high turnover, damage to the company reputation, and failure of objectives and project builds.

Conflicts on the construction site or workplace environment rarely unfold on an equal playing field. Power, which is one's ability to influence the outcome, is always a contributing factor in any conflict situation, and usually, this balance of power is tipped.

One person involved in the conflict may have more supporters, money, years on the job, conviction, and physical or verbal ability. Each of these factors is a form of power.

This type of power can be more or less useful, depending on the situation. As a manager, knowing these power dynamics in a given conflict situation is always good practice.

Dimensions of Conflict

As referenced from Otago University, the literature says that in any conflict situation, there are normally three dimensions within that situation. The situation could include one or all three of these types.

1. Substantive conflict
   Substantive conflict is about decisions, ideas, directions, and actions. Disagreements around the substance of issues.
2. Procedural conflict
   Procedural conflict is about how or when something is done. It is about the methods involved rather than the subject.
3. Personality conflict
   Personality conflict is emotional and is usually driven by anger or frustration and perceptions about the other party's character, motives, values, and personality.

When you demonstrate and reinforce behaviours that promote a healthy response to workplace conflict, you can greatly increase your team's harmony, strengthen their relationships, improve team effectiveness, and make staff being at work more stimulating and enjoyable.

Efforts directed toward conflict prevention are the most effective way of ensuring against the negative impacts that conflicts can cause.

However, occasionally, it is important for you, the team manager, to identify when a particular conflict situation requires more formal intervention, like accusations of sexual harassment, bullying or discrimination. If this is the case, always seek assistance or help early.

Further reading on "About Conflict" and some basic foundations of understanding can be learnt from the University of Wisconsin HR website.

The construction workspace has great complexity, technique, high expectations and emotional project demands.

Your Role in Dealing with Conflict

It may sound strange initially, but sometimes, you need to stimulate conflict to cause improvements and change. Put another way, it's better to get your team talking about problems, grievances, or issues rather than letting them 'stew' or worry about things. Nothing gets solved like that!

An important aspect in any conflict situation, no matter what your previous approach was, is to talk and communicate with your staff members.

Get into the habit of talking to people regularly, not just when there's something wrong.

If there seems to be something wrong, ask them to tell you what is happening.

In brewing or escalating conflict situations, people can become anxious or aggressive.

As a senior member on-site, it's your role to keep matters on track and lead by example. While communicating well with your team members, always remember the following five steps if you suspect a potential problem in your team.

Stay Calm	At least one person may be in a very volatile state. If you are in the same condition, the chances of coming to a resolution are very small. You must remain calm and breathe slowly.
Find a private space	The fewer disturbances it creates for the group, the better. If the conflict was initiated in front of other team members, ask the person to go with you to your office or a breakout smoko room to discuss the situation outside other team members' eyes and ears.
Look for the real issue	Ask simple statements, 'Can you tell me more about what happened?' When a team member feels strongly enough about something to act, they may cloud the issue by making far-flung accusations and irrational ultimatums. You need to get to the heart of the matter and find out what upset them.
Meet the problem head-on	Don't avoid the real issues. Now is the time to engage in the issue and acknowledge any correct facts the other person presents. Then, either agree or disagree with them. If you disagree, clearly explain your reasons from a managerial perspective.
Solve the problem (If you can!)	Work with the individual to identify what the problem is. Figure out how to change their perspective on the problem, then work on how to solve it. Suggest how they would solve the situation or what to do differently to avoid the problem again.

The following US Army and Navy websites deal with daily situations in their academy.

Their website article highlights some of the issues and ways to deal with these conflict situations with ten easy, effective communication strategies to use in everyday environments.

The situation of conflict within any workspace can escalate from change in circumstances such as:

Personal space, equipment and or resources, territorial location issues, or even when new staff or new team members join an old existing team. External contractors new on the scene that have the authority to change have the potential to create unrest like inequality (inequity) or a belief of unfair treatment.

In saying that any sort of job change can also make staff or team members feel vulnerable and uncertain, this is because they worry about their future job prospects. Therefore, most of these situations can be defused when managers or site supervisors communicate and consult with staff members about potential future changes. This is so that staff don't feel alienated as well as giving opportunities to raise potential grievances.

When you manage these difficult team issues on your worksite, it's a good idea to reflect on how you went yourself.

Ask yourself some developmental questions to assist you next time you are dealing with another similar situation. The more you have to deal with, the better you can become.

Next time, ask yourself:

1. What went well and what didn't go well? What did I do to contribute to the outcome? What do I know now that I didn't know before?
2. What have I learned about this behaviour? What insights have I gained about my team members or issues that could affect our team?
3. What do I need to change about the way I behave? Are there any behaviours I need to unlearn first?
4. Then, finally, how can I use this knowledge to improve my overall team management performance?

How you respond to these situations plays a major role in the outcome.

As mentioned, we individuals often think of conflicts as bad or unfortunate. We, as individuals, try our best to avoid the situation as best as possible. But most conflict cases are opportunities to make something for the better.

They challenge us to learn, create and improve. That is why some people call "problems" and "opportunities" to change your thinking!

Conflicts get their bad perception from how people choose to respond to them. There are always multiple ways to solve a problem, some destructive and others constructive. One resolution skill to master in any conflict is how you initially respond verbally.

This initial response determines how this situation progresses; how you respond will help determine whether the conflict leads to a fallout or an opportunity for a productive problem-solving situation.

These basic responses in a conflict situation could trigger strong emotions, leading to hurt feelings, disappointment, and general discomfort. Handling your responses in an unhealthy manner can cause further rifts of anger and resentment.

As quoted by helpguide.org, healthy responses to conflict are characterised by:

• the capacity to recognise and respond to important matters.
• a readiness to forgive and forget.
• the ability to seek compromise and avoid punishment.
• a belief that resolution can support the interests and needs of both parties.

It can be difficult if you are not used to it, but if you are still stuck wondering what to say in the face of conflict, remember, breathe, and calm down.

Accurately look at the problem, then respond with these five simple points.

1.    Starting the conversion:	"I want to talk to you about something, and I'd appreciate it if you would first listen to what I have to say, and then I will do the same for you…OK?"
2.    "State the problem:	"I've noticed_______or, I feel ______. Because _______, and What I want is ________"
3.    Gaining understanding:	"Help me understand __________________" (person's viewpoint, what's going on, what that's like for the individual)
4.    Reflecting/Paraphrasing:	"What I hear you saying is_______. Is that correct?"
5.    Move towards action:	"Given what we just talked about, what possible solutions could work for us both?"

Remember,

Let's recap the basic understanding of dealing with a workplace conflict situation.

Conflicts have the potential for positive outcomes; it could be an opportunity to generate new ideas and problem-solve.