Written by Riva Lesonsky
The impact of workplace disputes is often magnified in small and medium-sized businesses due to the often more intimate environments.
Workplace disputes have been in the news lately, and the OpenAI uproar is just one example. Whether your company is large or small, workplace conflicts can easily arise and become serious challenges when employees work in shared spaces.
The more intimate environment of small businesses can magnify the impact of workplace conflicts, and small business owners are typically not equipped to resolve them.
However, effective conflict resolution is essential to maintaining a healthy work culture. To learn more about how entrepreneurs can alleviate disputes in business, JAMS, a leading dispute resolution expert and the world's largest private provider of alternative dispute resolution (ADR) services, We spoke with Richard Burke, Vice President and Executive Director of the Institute. Birke is also the lead architect of JAMS Pathways, where business leaders can learn how to avoid and reduce conflict within their businesses.
Strategies for resolving workplace conflicts
Riva Lesonsky: What are the most common workplace disputes that occur in small businesses?
Richard Burke: There is no single category or type of conflict. Every person and workplace is very different, and conflicts are unique to each person and situation. That said, almost all conflicts start with poor communication.
When people work on a project together, they may think they have communicated something or fully understood it, but that may not actually be the case. If you make a mistake, the temperature in your workplace may rise. When conflict occurs, people usually don't communicate the best, which can lead to a spiral of conflict manifestations ranging from yelling, to quietly quitting, to actually quitting.
The second major cause of conflict is perceived inequality. Some are based on individual characteristics (actions and behaviors that may be precursors to discrimination lawsuits), others are based on workload, benefits, and unrecognized intangibles ( [boss] Do you want to play your favorite? ). Many of the problems arising from this category stem from a failure of leadership to communicate the underlying reasons for discriminatory treatment.
Lesonsky: Are there dispute resolution strategies that address the unique dynamics and challenges faced by small businesses?
Birke: yes. What is primarily needed is an individual or group trained in the basics of conflict management, such as interest-based negotiation, difficult conversations, understanding different personality types, knowledge of the laws and regulations governing the workplace, and active listening. Training is the most valuable investment a manager can make.
Many people are promoted to leadership positions after proving proficiency at a particular task. Good surgeons become surgeon managers. A professor who has written many books becomes the dean. Talented carpenters manage projects and personnel. When someone moves from a rank-and-file position to a supervisory position, they need to recognize that the skills that got them there are different from those that will be needed going forward.
Training should be tailored to your business and the people who work in it.
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Lesonsky: How does effective dispute resolution positively impact the overall health and success of a small business?
Birke: It's very simple. Happy, engaged employees feel psychologically safe. People who love what they do won't quit, whether they want to or not. And most importantly, everyone is focused on completing key tasks. Valuable time and energy is spent where it should be, in the present and the future, rather than solving problems.
Lesonsky: What role do employee engagement and satisfaction play in your conflict resolution strategy?
Birke: There are different schools of thought on this subject. Some believe that the only goal of an effective dispute resolution process is employee engagement and satisfaction, regardless of whether the employee gets what they want. Some say it's the results that matter. Good outcomes are seen as fair, which increases employee engagement and satisfaction.
One is about process and the other is about substance. A good conflict manager takes care of both sides, making people feel engaged during the process and happy with the outcome.
Lesonsky: What is the typical time frame for resolving a dispute?
Birke: I've been involved in resolving misconceptions that took 90 seconds to resolve with a single question and those that have remained for 35 years.
If you use your time wisely, you can get a lot done in a few hours. Conflicts are usually resolved through conversation, but it needs to be structured and executed effectively. Otherwise, what was a quick and easy fix (one day) could turn into something that lasts weeks or more.
Lesonsky: Is the purpose of dispute resolution to resolve the “situation” or does it lead to discovering the fundamental problems of the small business?
Birke: both. Some are one-offs, but they are rare. Conflicts usually reveal something about the people involved and the workplace itself. It is useful to consider whether a particular conflict would benefit from systemic change, and the answer is usually yes. Whether it is cost-effective or time-efficient to implement a fix is another question.
Lesonsky: Is there anything you would like to add?
Birke: Don't think that common sense alone can resolve conflicts. We all learn how to interact with others from the day we are born, but some of us are learning how to best negotiate, how to avoid or suppress conflict, and how to resolve conflicts when they arise. There are very few. However, many people think that they can overcome all kinds of conflicts intuitively. And while that may often be true for many people and many situations, it's not always the case.
The world is home to a treasure trove of conflict resolvers, with a small but important group of mediators, ombuds, and facilitators. But I want people to realize that when you're at your lowest point, hiring a professional to resolve your conflict is not an admission of weakness, but rather an act of strength and courage. think.
Disclaimer: The content of this article is for general information purposes only and should not be construed as legal advice. If you require legal or professional advice, please consult an attorney.
About the author
Rieva Lesonsky is CEO of GrowBiz Media. SmallBusinessCurrents.com I've been covering small business and entrepreneurship for more than 30 years.Sign up with her to get more insight into her business trends free ocean current Newsletter.
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