Efficient conflict management – How can HR convince the sides that they all are right and wrong at the same time?

Human resources professionals firmly believe that the ability to identify a conflict within the workplace is fundamentally important, but knowing how to resolve the core concerns quickly and in a constructive way is really a master-skill.

Conflict is any disagreement conducted in the office that interrupts the work stream, and generally people’s differences are the proven epicenter. Conflict’s solid ground can become any situation in which an individuals or groups perceive a threat that might be identified as physical, emotional, or a conflict generated by reputation or status overpower. Conflict can also happen every time when people try to imply that others should change their current or planned actions or whenever people attempt to achieve an unwarranted advantage.

But no matter how threatening the conflict situations may seem to be, professionals consider that they are in fact common and healthy as long as companies are prepared for conflict prevention and intervention. Actually, the conflict and its positive resolution is a central element to organizational success. Experts have found that the most successful teams are those in which members feel safe and sound enough and unafraid to be dissimilar with each other and that in a workplace where disagreements are allowed, or even supported, employees can become recognizable by their innovation, variety of ideas and better management. If companies deal with the conflict openly, they can strengthen their working teams by the problem solving and the different views can give their employees a chance to learn more about themselves, explore the standing points of others, and build up fruitful relationships.

Conflict management is all about specific methods and ideas developed with the purpose to diminish the unconstructive effects of a conflict and to increase the beneficial outcomes for all parties concerned. The person who is able to resolve a conflict effectively and positively must be a proficient communicator. That implies that every company should to have a problem-solving Human Resources Department that would create a transparent working environment and would provide effective communication channels by encouraging the workforce to discuss about work-related issues. It should ultimately recognize the true meaning of what employees are saying by focusing on the employees’ insight of the problem and by asking the right questions. Problems should be prevented or timely noticed because by the time it collides with the attention of HR, it’s usually too late—like when a costly employee is quitting his or her job.

So, how should HR step in and draw in a productive conflict resolution by conceiving a mutually favorable outcome?

1. The display for the conflict solving performance should be placed.

In the first phase, dynamic listening skills are crucial. HR representatives should constantly restate or paraphrase others’ statements to be sure they fully understand them. Objective point of view is critical, along with the promotion of mutual respect and well-mannered behavior. Also the main center of the conflict should be kept separately from the person and his or her general working behavior and the conflict facilitator must be open to explore all of the possible options for positive common agreement.

2. HR must gather all the consistent and relevant information during the process

One of the most significant conflict resolution tools, above all in human resources scenery is the capability to go deeper than the shell to really get the right perception of an individual’s primary needs, worries and standpoints. The HR spokesperson or group should identify the issue by being clear, concise and by solving one problem at the time. The empathic listening is” a must” because the problems can be solved only if the facilitator understands the way it is affecting the different parties involved. The right questions should be carefully asked in a way of clarifying situations and feelings and removing all of the wrong assumptions about the state of affairs.

3. All of the warriors should be able to recognize the mutual issue

Conflict-solving skills can become truly visible and productive only when the real problem is identified. HR should make sure that every employee concerned agrees on what the trouble is before moving ahead. The most important thing in this phase is that different positions, interests and conflict-solving methods can cause some employees to identify problems in a different way than others. Putting aside personal objectives to get to a commonly acceptable and favorable solution is an imperative step in conflict resolution.

4. Inspire a brainstorming session for potential way outs

Congregation of the involved sides together for a brainstorming gathering not only lends a hand to resolve the problem promptly, but it makes every employee to get the feeling that each one of them has contributed towards the final solution. For a successful brainstorming the HR representatives should be open to all possible ideas and put quantity before quality. The process should be fast and surfacing, which mean that evaluation of each idea should be firmly avoided. The ideas should be publicly and transparently listed, no matter how argumentative and out-of-the-box they are and that should enforce the brainstorm of solution suggestions. The thought with the real solution can be inspired by anything.

5. Be ready to negotiate in way of targeting the best conflict solution

By this point, all of the parties involved should understand each other much better and have nearly resolved the conflict situation. If not, it probably would be required for HR to step in and negotiate a mutually acceptable solution. Negotiation is a strapping conflict-solving skill that professionals can apply to immeasurable occasions throughout their career paths.

Conflict is a normal part of life that can occasionally find its way into the working environment. As for the members of the Human Resources department in every successful company, it is their responsibility to discover and resolve conflict inside the workplace by building up their skills in effective conflict management, which position them as a crucial leader in every organization.

Mediating a conflict is demanding, but for managers and HR professionals, the role of mediator comes with their working region and their enthusiasm and ability to properly intervene sets the play for their own success.

By John Crowley, editor at