Ignoring workplace conflict is a common tactic, yet the head-in-the-sand approach is a surefire way to have conflict escalate, according to Barbara Baggerly-Hinjosa, Ph.D., and CEO of Leadership Empowerment Group. Speaking at a Lunch and Learn session held at the Harlingen Chamber of Commerce, she pointed out that having to address conflict is a disturbing but unavoidable responsibility that comes with a leadership position.
Handled well, conflict management can build synergy, develop more effective communications and lead to creative problem solving, explained Baggerly-Hinojosa. On the other hand, avoiding simmering conflicts can cause employee job stress, burnout and dissatisfaction. Workplace conflict can shut down communications between groups, and create distrust, suspicion, tension, polarization and heightened emotions. Job performance usually suffers.
“At the heart of conflict management is the ability to respectfully negotiate towards common goals and mutual benefits,” said Baggerly-Hinojosa, who is also a professor in Our Lady of the Lake’s Leadership Studies doctoral program. “A win-win attitude becomes the goal of conflict management.”
Managing conflict relies on leadership skills that facilitate team building. The primary leadership skill for dealing with conflict sounds simple: listening. “We think we are good at listening but we are not. How willing are we to try to figure out where the other person is coming from?” she asked. “You need to take time to listen, because you don’t know it all. Everybody has something to learn.”
Differences of opinion are natural when two or more people work together. Disagreements about methods, outputs, expectations and work styles, along with hidden agendas, misunderstandings and incompatible personalities have sparked on-the-job clashes, disputes and quarrels.
“Whenever you are facing any kind of conflict, you have to take your people back to the company’s vision and mission,” Baggerly-Hinojosa said. “That vision and mission should be ingrained. If your employees don’t have goals they can articulate, there is conflict. When they don’t know where they are going or what the point of their work is, there will be conflict.”
Other characteristics of a servant leader that are useful in managing conflict are empathy, awareness, foresight, and persuasion and powers to heal, Baggerly-Hinojosa said. “Be reliable, honest and ethical. You as a leader have influence: people are watching what you do as well as what you say. The more we understand others, the more likely that a solution can be found.” Creating an environment of cooperation and trust where everyone feels valued will help people cope with the thorniest issues. Sometimes it takes a heart-to-heart dialogue to restore communications.
Nevertheless, Baggerly-Hinojosa doesn’t use the phrase ‘conflict resolution.’ Managing a conflict means working to a compromise that the parties accept and that will also be good for the business.
To continue reading this story by Eileen Mattei, visit the “Current & Past Issues” link on this website or pick up a copy of the March 2014 edition of Valley Business Report.