Proven Management Strategies for Effective Dispute Resolution

February 11, 2024

By Harry Grewal

Conflict can arise in any workplace.  However, when employees are scattered across different departments and time zones, working relations within an organization can become disjointed. As a leader, this can dramatically complicate matters when having to address internal disputes. 

Despite the development of online applications designed to enhance employee engagement and coordination, the diminished levels of in-person interaction created by virtual teams, has radically changed the way managers interact and lead.  Based on my professional experience, one of the keys to establishing organizational synergy is to have a comprehensive plan in place for dealing with internal conflicts, and to then make sure that everyone adheres to those guidelines.

For organizational unity this is a serious matter, as internal disputes can lead to decreased productivity which can further spawn discontent and poor performance!  Thus, effective ‘conflict resolution’ skills are instrumental attributes for contemporary managers and are amongst the most sought-after qualities in leaders.

In this article, key aspects associated to conflict resolution will be highlighted along with how they can be applied to a team setting. Furthermore, the importance of having formalized policies, as well as being respectful when addressing internal disputes will be emphasized.  Although, there is no one way to effectively resolve conflict, the following general guidelines will help managers navigate through these difficult situations.

 

Remain Professional:

When addressing conflict, it is important to maintain a professional demeanor. This means being receptive to the differing perspectives the disputing parties may present.

Ensure there is a high degree of confidentiality attached to interviews, documentation, or statement collection.  This is of paramount importance as it will preserve the integrity of the investigation process as well as trust in those investigating the case.

As a leader, be sure to remain honest, authentic, and responsive.  Avoid being dismissive or discounting the severity of the situation. It is essential for managers to act swiftly and decisively when conflicts arise, and to keep communication open so that everyone directly involved understands what is happening and why.

Use Effective Communication Techniques:

In order to resolve conflicts within a team, leaders must establish clear lines of communication by being transparent and making sure that everyone involved is aligned with the conflict resolution process. 

Be cognizant of the language being used as you don’t want to be perceived as disrespectful, bias or dismissive.  Recognize that certain communication channels are more effective than others; and that depending on the circumstances, you may want to adopt a more personal form of engagement when directly dealing with those involved in a dispute, while leveraging other formal channels when engaging a broader audience. 

Appreciate that it’s all about retention and understanding.  Reenforce communication related to important policies such as an employee ‘code of conduct’ or ‘harassment policy’ with an acknowledgement process confirming that it has been reviewed. Although this doesn’t guarantee comprehension or compliance, it does serve as a due diligence exercise and as a means of emphasizing organizational values. It is equally as important that organizations develop policies related to ‘code of conduct‘ and ‘harassment‘. Furthermore, it is also important that these documents are periodically reviewed and updated when warranted.

In order to truly understand the details central to a conflict, leaders need to be effective listeners. This requires being attentive and responsive to the needs of everyone involved in the dispute. It is also important to refrain from interrupting or using judgmental statements.  Avoid making assumptions so that the follow-up and resolution process is inclusive and deemed as fair as possible. 

Be aware of nonverbal cues as this can be emotionally revealing and may indicate what actions need to be taken in order to resolve the conflict.  When addressing a dispute, it is important to understand the mindset and emotions of everyone involved. This means being cognizant of and acknowledging the emotional state of everyone involved as well as being authentic when engaging them.

 

Remain Impartial:

In order to understand the source of any conflict, managers need to take the time to listen to all sides engaged in a dispute. Only by understanding all of the relevant facts, can a resolution be reached that is satisfactory and effective.

Avoid making assumptions or drawing on personal bias.  This is of critical importance when addressing conflict as it can undermine your position as a leader.  Assume nothing!  Instead, adopt a position of neutrality and embrace a holistic perspective of the situation.  When investigating, ask questions and seek clarification on the core points central to the dispute.  Remember to be patient and not rush the process, as exercising undue haste can result in oversights which will inevitably compound the problem further. When addressing a conflict…stick to the facts! This means avoiding the use of opinions and personal judgments. Appreciate that conflict resolution takes time, and it is important for managers to remain composed when dealing with these situations. Rushing the process can lead to additional complications as well as further conflict and frustration.  Avoid passing judgment on anyone and always remain impartial and objective. Failure to do so, will only further aggravate the situation and make it more difficult to resolve.  Managers should also be careful not to take sides as this can also lead to increased tension, distrust and frustration.

 

Leverage Policy & Accepted Practice:

The development and use of formalized policies is of paramount importance.  Especially when it pertains to dispute resolution and overseeing investigations.  This is vital as it will enhance everyone’s awareness of organizational expectations as well as the procedures that will be used to address disputes.

In order to effectively manage and resolve internal conflicts, it is prudent for an organization to develop comprehensive guidelines which clarify:

• • Acceptable versus unacceptable behavior (Online or In-Person)

• • The specific process by which complaints are issued.

• • The people who will be responsible for the resolution process.

• • The communication channels to be used for issue escalation.

• • Expected response times once a complaint has been issued.

• • Protocols on how to conduct investigations while preserving confidentiality.

• • Possible remedies to disputes, depending on the specific factors related to a case as well as past precedent.

Although an investigating manager is obligated to identify unique attributes associated with each conflict, developing policies are invaluable to an organization as well as to those spearheading an investigation, as it ensures consistency and effectiveness when initiating an investigation or implementing a resolution to a conflict.

 

Be Prepared to Compromise:

When resolving conflicts, whether in person or remotely, it is important for managers to be prepared to compromise. It is also important to be willing to negotiate and search for a solution that is acceptable to both parties.  If this is not possible, ensure the solution reflects core organizational values and policy.

Think holistically and of the implications a possible resolution will have to the rest of the organization.  Appreciate that the conflict resolution process has the capacity of influencing the greater organization.  Especially in terms of how its members collaborate, interact and ultimately function. Reference past practices, company policies, or industry standards indicative to developing effective corrective action steps.  In the absence of this, seek professional help!

 

Seek Third-party Assistance If Necessary:

It is important to remember that sometimes conflicts cannot be resolved, and some disputes are too complicated or contentious. As is the case in these types of scenarios, it may be necessary to seek third-party assistance. This could involve seeking the help of a mediator, arbitrator, or simply obtaining feedback from an external source.  

It may be necessary to accept that there is a difference of opinion and that there is no clear solution. Although in some cases it is best to simply agree to disagree, acknowledge the impasse and move on…sometimes, due to the seriousness of the conflict and the severity of the dispute, external help is required to resolve the matter.

Third-party assistance can aid in navigating difficult conflicts and can provide a fresh perspective on the situation. It is important for managers to ensure that all parties involved are comfortable with this process, and that they feel confident in the abilities of the third-party representative.

In conclusion, it’s vital for a manager to be regarded as authentic and respectful when handling sensitive matters such as internal conflicts. Above all else, managers must maintain professionalism and confidentiality when intervening in disputes. It is also important for managers to have formalized policies in place related to dispute resolution and professional conduct. This will ensure that everyone is aware of the expectations and complementary procedures related to conflict resolution. 

By following these guidelines, you can help ensure that your team remains cohesive, collaborative and productive despite internal disagreements.  With the use of the guidelines mentioned above, most conflicts can be resolved amicably and without any lasting damage to team dynamics.

Do you see your organization adopting any of these principals?  

What techniques or guidelines does your organization utilize when addressing internal conflict?

Please feel free to share your comments below.