Those responsible for people management in today's complex workplace environments are faced with enormous challenges and their ability to do so effectively is a key determinate of business success. Predictably, the increasing levels of workforce diversity and rapid social and economic change means increased risk of workplace conflict.

 

Conflict - opportunity or problem?
Conflict is defined as "a perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously".  So while conflict is often considered a negative dynamic - it is what we bring to the conflict - including our own experiences of conflict that influences whether it becomes an opportunity for learning and growth or a negative risk to the business. In short, the way that conflict is managed by the supervisor and the business will determine whether or not it drives innovation or negativity.
Those managers and business cultures that prepare for and manage the opportunities will enjoy a significant business advantage.

 

Conflict potential at an all time high
Significant social and economic changes to our workforce over recent decades means a greater risk of conflict.   High performance cultures are common place. Such cultures often foster extreme competitiveness and time and productivity goals are valued beyond all else.  The global context of business and the need to manage across timelines, continents and cultures also increases the potential for conflict.

The growing reliance on technology which is required to support "lean"  structures continues to be the trend - with less people being responsible for more. Managers are often promoted due to their high level of technical expertise - although often without management training and with limited people management skills.

 

In manufacturing - as in many other industries - team structures predominate which require cohesive dynamics and well-honed communication skills. Businesses consistently strive to become more agile and workforces have frequent high level exposure to ongoing change - whether across projects, teams, management structures and/or businesses. These conditions create plenty of opportunities for ongoing workplace friction and conflict.

The changing nature of our workforce - specifically the demographics of our workplaces - also increases the potential risk of interpersonal conflict.  The increasing levels of diversity amongst employees - including the aging workforce, the increased representation of women 48%, of people with disabilities (currently 19%) [this also includes mental health issues] and representation of those born overseas 25% and from non English speaking backgrounds can contribute to increased risk of workplace conflict. A recent university authored 2010 Study into Manufacturing Employees

 

Perceptions confirmed that these figures are even higher in the Australian manufacturing sector. While enriching our workplaces these levels of diversity require sophisticated/skilled management able to create a workplace environment that is inclusive and will encourage maximum contribution and performance.

 

Low tolerance for inability to manage workplace conflict
For more than two decades Australian state and federal anti Discrimination and Occupational Health and Safety laws have required employers to create, as a minimum standard, safe and harassment free workplace cultures. Importantly under the OH&S laws employers are required to maintain working environments that are without risk to health (not just plant and systems etc), and where the 'working environment' includes "management structure and relationships".

 
The Fair Work Act 2009 reinforced and expanded these laws to include the "right to request"and adverse action provisions which hold individuals (not employers) responsible. The onus is upon managers to show that they haven't adversely impacted an employee.

Current case law supports the low tolerance of courts and tribunals for employers that do not have adequate policies, procedures and awareness training in place to protect employees exposed to these conducts. Plainly, managers now have increased liability for managing workplace conflict.

 

Common risks and considered approaches
After two decades of partnering with employers, DC Workplace Consulting has ascertained the most common recurrent issues that workplaces face in this area.  These include:  a lack of timeliness when dealing with issues, little if any diversity training resulting in low awareness of workplace support services or rights and responsibilities, poor communication competencies, little self awareness of personal behaviour and style and limited time or emphasis on relationship building at work where the workplace culture has low tolerance to conflict. Each of these deficiencies will present significant risk to your business outcomes - and each should be addressed.

DC Workplace Consulting's  approach to conflict prevention has two distinct components.  The first is the development of conflict and communication competencies to successfully manage workplace conflict and reduce the risk of workplace conflict becoming negative and destructive to business. Some of the tasks and competencies around this approach includes policy development, diagnostic reviews, focussed training for managers and employees, contact officer networks or business support services.

 

The second component of an effective prevention strategy focuses on the creation of processes and competencies to guard against conflict escalation.  Once there is an identified workplace conflict -what strategies and procedures do you have in place to support individuals in a manner that won't escalate the conflict?  Companies should consider strategies like conflict coaching, mediation and investigation as means of guarding against conflict escalation.

There has never been a more important time to make sure that you have the preventative framework in place to successfully manage conflict in your workplace.