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"It is impossible for ideas to
compete in the marketplace if no forum for
their presentation is provided or available."
Thomas Mann, 1896
The Business Forum
Journal
Managing
Conflict to the Advantage of Employer & Employee
By Thomas R. Watkins
There are few
organizations that can boast of a conflict-free workplace;
conflict exists to one degree or another and at one time or
another wherever there are people with different ideas,
experiences, perspectives, and goals.
This is especially true where
there are conflicting goals between employer and employee,
i.e., the goals of the organization and those of the individual
are not in alignment or are perceived to be in non-alignment.
To the extent that these respective goals are in alignment, the
conflicts will be less frequent and have less negative impact on
the success of an organization.
Even so, it is our
belief that conflict is not inherently negative; in fact, if it
is managed constructively, it can be the basis of needed change
and lead to organizational growth and future performance
improvements.
Employer Interests
We have found
that, overwhelmingly, the employer’s primary interest is in
achieving the company’s mission and “bottom line.” This means
ensuring that the company’s business goals are accomplished by
the most effective and efficient means possible. It also means
that the mission is accomplished in accordance with valued and
relevant business and governance rules, laws, and regulations.
Most employers recognize that to do this they need the
“best and brightest” employees
to help achieve the goals and objectives of the organization.
Reputation, stature among competitors and corporate citizenship
are significant concerns in today’s market place in that these
issues often affect the image and credibility of a company. The
way a company selects and treats its employees and the extent to
which it’s “word is its bond” projects its standing with the
public. This in turn influences the business, that is, the
perception and loyalty of stakeholders including external
customers and the organization’s workforce. The alternative may
require the investment of time, energy and financial resources
to address public image,
low employee morale, mediocre
employee and organizational performance, and administrative
complaints of the workforce, including EO complaints which can
be costly in human and fiscal terms.
Where there is a highly
competent and appropriately rewarded
workforce there is usually a high performing organization,
and the result is more often than not “a happy
and satisfied customer base.” A “satisfied customer” is a loyal and
supportive stakeholder, internal or external who,
directly or indirectly, helps the organization accomplish its goals.
Whether an organization is
private or public, large or small the extent to which conflict can be
managed effectively and efficiently impacts the performance of the
organization in very tangible ways. Poor quality work product or service and
adverse publicity have been the downfall of venerable institutions as
reported in the media and discussed in boardrooms across the nation. From
Fortune 500 companies to the “mom and pop” businesses, the culture’s
approach to conflict management will affect the ability of the organization
to recruit, retain, develop and capitalize on its
greatest resources, its people. Such
an approach can be seen as a wise “investment” which potentially impacts
every organization’s future success.
Employee Interests
An efficient
and effective means of quickly resolving conflict results in a
more vibrant and productive work environment. High performing
organizations are those in which there is integrity, fairness,
mutual respect, and trust among employees and between employees
and management. In our experience, we have found that almost
all employees want to be treated fairly and equitably,
recognized for their skills and contributions to the company’s
“mission” and respected for who they are as individuals.
Employees want to work with managers and supervisors, who
communicate with them as adults, are fair and honest,
demonstrate integrity, and acknowledge their performance.
Developing and sustaining such
relationships is characteristic of the culture of the “learning
organization.”
In spite of best
intentions, even where employees, managers and
supervisors are highly motivated,
well trained and synchronized in their understanding of the mission and
goals of the organization, and are committed to
accomplishing the company’s goals, there still may be instances where
conflicts arise. Our experience points to the
importance of organizations having
an infrastructure in place and a workplace
culture which recognizes the potential positive
outcomes of conflict, and values constructive alternative means of
resolving conflicts such as Alternative Dispute Resolution (ADR). These
alternatives are essential in today’s diverse work environment.
Absent
the disruption of internal or lengthy
external investigations, litigation, and resulting distraction of
focus from the primary goal, the employee and the employer are free to
pursue the main mission of the organization with
energy, enthusiasm, and innovation.
Thomas R. Watkins
is a Fellow of The Business Forum Institute and the Principal of Thomas Resolutions. He is a licensed Mediator (City
of Los Angeles), Certified Arbitrator, Mediator, Settlement Officer
(Los Angeles Superior and Municipal Courts), Certified Advanced
Practitioner Employment Mediator ACR (Association for Conflict
Resolution), Certified Mediator and Arbitrator with FINRA (Financial
Industry Regulatory Authority). He holds a BS degree and MPA Degree
in Public Administration, from the University of California
Dominguez Hills. Thomas studied law at William Mitchell College of
Law in St. Paul, Minnesota and is a member of the Los Angeles County
Bar Association. He has held a number of positions with the Federal
Government, most notably with the United States Equal Employment
Opportunity Commission. He is President of the Association for
Conflict Resolution LA (ACR-LA). He is currently serving his second
term as President of the ACR Los Angeles Chapter, and is a former
member of the National Advisory Council.
Visit the Authors Web Site
htt p://www.thomasresolutions.com
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