homeWelcome, sign in or click here to subscribe.login
     


 

 

Business


print  email to a friend  reprints add to mydjc  
Clive Shearer
Management
by Design
By Clive Shearer

February 9, 2000

How to overcome workplace friction, discord and discontent

By CLIVE SHEARER
Special to the Journal

Friction between management and staff can influence the quality of the work and the profitability of the company. Friction between principals can have more serious effects, even resulting in the downfall of a firm.

Interpersonal friction

Interpersonal friction in the office can be real or imagined, one- or two-sided, fair or unfair, heated or concealed. It can result from slights, a feeling of disrespect, egoism or power struggles. Words or actions may be misunderstood, and resentment may result. The quest for promotion can result in rivalries. Perceived or actual pay differentials may also build up huge resentments.

How to defuse interpersonal minefields

During warfare, mines are terrifying because they are unexpected, and once a minefield is detected, one has to move very cautiously to avoid harm. In the office, conflict can result in an explosive situation. People may be hesitant to do anything that might trigger problems with someone whom they perceive to be difficult. However, there are positive

Steps that one can take to calm these situations.

  • Have a policy of openness. Take active steps to give staff input and feedback. I am not referring here to an annual review or evaluation. Implement Shearer’s 60-90 rule: Strive for a six- to nine-minute private talk every 60-90 days, supplemented with frequent 60-90 second chats of encouragement and praise in the production areas.

  • It has been said that the only things that go away if you ignore them are your teeth. Some managers, afraid of discomfort, like to believe that conflict will settle down if it is ignored. Indeed, the hard edge of anger may be subdued, but the underlying tension and resentment often remain, becoming very damaging over time. Get commitments to improve, expressed first to a manager, and then reaffirmed, face-to-face between antagonists.

  • If your interaction with the staff member does not resolve the situation, or if you are reluctant to deal with it yourself, engage the services of a counselor experienced in your business. The counselor should sit down, one-on-one with each party and explore perceptions surrounding the conflict or the miscommunication.

When I am involved, I like to explore any hints of anger, resentment, misunderstandings and negative feelings. Sometimes, only one person is involved in the counseling when the problem involves client relationships. In either situation, I establish positive steps to resolve the issues and move toward a more professional level of communication. All of this assumes that the participants have expressed the desire for improvement and resolution of the situation.

Group friction

Inter-departmental and inter-divisional discontent and discord can drag an organization down. This can occur when teamwork degrades into a rivalry and ego gets in the way of healthy competition. It can also occur when a personal dislike between leaders interferes with normal group interaction.

The goal is to get back to a point of mutual respect. First, resolve any personal animosities, then plan for some joint projects, to work and solve problems together. This can also be fostered through social interaction, celebrating together, socializing and playing games or sports to develop a feeling of camaraderie. When groups are out of sync, discord can result; when groups are aligned and in harmony, the productive music is sweet.


Clive Shearer is a professional trainer, educator and retreat facilitator and can be reached at cgb9@yahoo.com


Previous columns:



Email or user name:
Password:
 
Forgot password? Click here.