Conflict should be treated as a performance management concern that requires attention, rather than being overlooked.
Initially, conflict avoidance may not sound like a bad thing. After all, it’s a common human tendency, and many of us naturally opt for avoiding conflicts in one way or another rather than confronting them. However, this is not ideal when aiming to create a healthy environment—one where conflicts are a rarity rather than an environment where they are avoided when encountered. The former is a wise human resources goal, while the latter is a significant mistake that can cost the company dearly.
In an effort to seem pleasant and easy-going, many employees would rather ignore conflicts than confront them, fearing escalation. Though this decision is made with good intentions, it unfortunately leads to a negative working environment, similar to the impact of an aggressive colleague. Conflicts are unavoidable in the workplace and are absolutely normal and acceptable. The real problem arises when we try to ignore them. By failing to address concerns that need immediate attention, important decisions are delayed, and managers are unable to improve existing processes in a healthy manner.
The science behind conflict avoidance: how our brain reacts
It's a well-known fact that human beings have a natural inclination towards social interaction—a trait deeply embedded within us. We have an inherent need for social acceptance, the need to be 'part of the tribe'. This is often reflected in our everyday decision-making.
This longing for belonging and the fear of being ostracised leads to our fear of conflicts. Although we might understand on a practical level that avoiding conflict is unhealthy and can escalate issues, our natural tendency is to take the easier route and let things slide, making us naturally conflict avoidant. When faced with conflict, our primal instincts from the limbic system kick in, undermining communication and teamwork. Even managers are guilty of this behaviour, often delaying involvement in conflicts between team members. However, conflict management is a crucial leadership quality for modern managers, and we will explore this further in the blog.
Why conflict avoidance can be harmful to your business
The Thomas-Kilmann grid views conflict avoidance as a lose-lose situation because it fails to address the underlying issue. After all, if problems are never brought to light, how can our businesses expect to improve?
The negative side effects of conflict avoidance include high turnover, a dysfunctional work environment, strained communication, reduced productivity, and impaired teamwork. Additionally, it can damage your company's reputation, making it more difficult to attract top talent in the future. These outcomes highlight why conflict avoidance and interpersonal conflict are critical performance management issues that HR executives must address.
Prime examples of conflict avoidance in the workplace
It is impossible for organisations to achieve success and sustain it long term without addressing conflicts head-on. The ability to identify conflicts and take effective steps toward resolution is a significant benefit for any company.
To implement this effectively, it’s necessary first to understand the different forms in which conflict avoidance can occur. Continue reading to explore the three main ways conflict avoidance manifests in the workplace.
1. Ignoring the issue by denying its existence
The most common form of conflict avoidance is to deny that an issue exists in the first place. For example, if two colleagues disagree on the approach to a particular problem, each may have strong convictions about their solution. Instead of discussing both solutions, comparing their pros and cons, and finding common ground, one party may simply back down without voicing their stance. This avoidance may prevent a productive discussion that could lead to a better outcome for the company, ultimately hindering productivity and progress.
Another example is when an employee feels bullied at work but does not address the issue with their manager or HR. They might outwardly claim that everything is fine, but without addressing the root cause, they will suffer internally, leading to decreased morale and lost productivity.
2. Diverging discussions
Side-stepping is another way of avoiding conflict. Using this diversionary tactic ensures that no issues ever get resolved. Whenever a particular issue is brought up, the employee in question changes the conversation by raising unrelated matters.
For instance, during a one-on-one performance discussion, a manager might question an employee about their progress on goals and why they haven’t achieved their targets for a particular objective. In response, the employee may derail the conversation by introducing a completely unrelated matter or raising tangential issues that prevent the conversation from developing further.
3. Total withdrawal from the situation
Complete withdrawal is a frequent conflict avoidance tactic, particularly among introverts. When confronted with challenging or contentious discussions, the employee may become noticeably reserved or shut down. Those who use this strategy often believe it’s advantageous since it avoids overt aggression. However, this silent approach can be equally detrimental over time, as it neglects to address the core issue.
By completely disengaging, the employee fails to contribute anything constructive. They might be hoping the issue will resolve itself, but if a topic causes significant anxiety, they are unlikely to revisit it later, even once emotions have calmed. This avoidance can lead to unresolved problems and persistent dissatisfaction.
How to navigate conflict avoidance and cultivate a positive approach to workplace disagreements
There is no doubt that workplace conflict must be addressed directly, particularly from the perspectives of performance management and employee relations. Employees need to feel valued and heard, and organisations should approach conflicts in a structured manner. Ideally, any adverse situation needs to be resolved through open, honest communication and a candid exchange of ideas. Co-workers should feel comfortable voicing their opinions and concerns in the interest of improvement and problem-solving, without the fear of negative consequences. This is where leaders play a crucial role in conflict management. The HR department should provide support in resolving pressing issues within a calm and composed environment.
Following steps can help eliminate conflict avoidance and ensure effective conflict resolution in your organisation.
Schedule regular and frequent manager check-ins
Engaging in authentic and regular conversations can significantly improve several aspects of work life. Importantly, it serves as a valuable tool for conflict resolution. It's beneficial for managers to have frequent interactions with their team members to build rapport, foster familiarity, and create a safe space where everyone is comfortable having difficult conversations. Implementing regular check-ins and coaching conversations helps foster a culture of transparent and fluid communication, demonstrating to all involved that their input is not only acknowledged but also esteemed.
Make communication tools accessible for all
Technology has revolutionised workplace communications, offering a platform for employees who might hesitate to speak up in person. Tools like Slack for team communication allow individuals to craft their arguments or ideas thoughtfully and logically, fostering a constructive rather than confrontational dialogue. This approach cultivates an open environment where diverse perspectives are encouraged and embraced.
Encourage constructive debate and healthy disagreement
Changing company culture is a gradual process that requires ongoing effort, but the benefits are significant. Encourage your employees to view conflict as a constructive element. While conflict should not be aggressive or unnecessarily confrontational, debate and disagreement can be valuable and beneficial for the organisation. Show your employees that management values diverse opinions, which can positively influence their perspective. Employees should feel secure knowing that challenging an idea or process will not jeopardise their job.
Ultimately, companies should focus on reducing conflict by fostering clarity and transparency. Organisations need to clearly establish company objectives and effectively communicate the company's vision to their team members. This practice enhances unity, engagement, and drive among employees to pursue common objectives. When employees have a solid grasp of their responsibilities and the organisational trajectory, conflict tends to decrease, as everyone works collectively towards a shared purpose.
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