Managing Conflict

Conflict in organizations or between individuals is not inherently negative. In fact, it can sometimes lead to growth and innovation. However, persistent or poorly managed conflict can damage trust, undermine relationships, obscure shared goals, and hinder collaboration. From an HR standpoint, it can lower employee productivity, morale, and engagement, ultimately affecting retention. In more serious cases, unresolved conflict can increase the risk of legal issues or even workplace violence.

Competency Connection

One of HR's key roles is to help manage and resolve the diverse range of conflicts that may arise within a multicultural and multidisciplinary workforce. The following example highlights how HR can serve as a relationship facilitator using core behavioral competencies.

At a large resort in Las Vegas, the HR manager is mediating a dispute between the IT manager (from the Netherlands) and the food and beverage (F&B) manager (from Trinidad). The IT manager has refused to fix the F&B manager’s computer, claiming she has ignored his emails and shown disrespect. In contrast, the F&B manager believes her authority is being undermined when the IT manager sends long emails instructing her to fix the issue herself instead of assisting her directly.

Having worked with both individuals and reviewed their performance, the HR manager knows they are both capable and respected in their roles. During a follow-up meeting, she asks each party to adopt the other’s perspective. Though initially reluctant, the IT manager acknowledges that his emails may have been too long, explaining that his intent was to cover all potential IT issues. The F&B manager, after initially mocking the IT manager’s accent, concedes that she could have made a greater effort to follow the instructions despite her limited computer training.

The HR manager proposes a practical solution acceptable to both: the IT manager will hold three-hour training sessions for the F&B manager, while she will provide a guided tour of her operations to help the IT manager better understand her team’s use of the system. By aligning the resolution with business objectives, the HR manager helps the parties recognize the true sources of conflict and prevent similar issues in the future.

Types of Conflict

Understanding the nature and parties involved in a conflict is essential for effective resolution.

Conflicts may stem from:

• Task-related disagreements, such as differing views on how to perform a job.

• Interpersonal differences, including variations in culture, communication style, or a desire for control.

Resolving task conflicts can be time-intensive, often requiring negotiation or consensus. However, such conflicts may lead to better practices or innovative solutions.

Interpersonal conflicts, on the other hand, may be more difficult to address—especially when they masquerade as task-related disputes. If underlying personal tensions go unaddressed, the conflict may persist and hinder team performance. These situations require emotional intelligence, negotiation skills, or leadership intervention to establish behavioral norms and refocus efforts on shared objectives. Though some interpersonal conflict can be tolerated, when it arises from diversity-related issues, the cost of conflict may outweigh the benefits of team diversity.

Conflicts can also be categorized based on group dynamics:

• Intragroup conflicts occur within a team and may be task- or personality-based.

• Intergroup conflicts involve disputes between different teams or departments and often stem from competition over resources or conflicting goals.

While some intergroup conflicts may be resolved through negotiation, others may necessitate third-party intervention. When HR professionals are called upon to mediate, they must draw on their skills in networking, influence, and diplomacy to facilitate resolution.