Conflict Intervention, Resolution Test of Effective Leadership

Winnipeg Free Press, March 2, 2013 | Go to article overview

Conflict Intervention, Resolution Test of Effective Leadership


Being able to snuff out the lit fuse of a workplace conflict before it becomes an explosive situation is a true test of leadership.

Every workplace has its share of conflict. In any setting where people are engaged, committed and passionate about what they do, disagreements are inevitable. It means people care enough to disagree strongly. Change also brings conflict. Therefore, it's fair to say that the best organizations aren't those without conflict, but those that know how to deal with conflict in a healthy, constructive way. This is where effective leadership comes in.

A good leader should be able to recognize and understand when two colleagues are able to work toward resolution on their own and when a conflict requires intervention. Any clash that disrupts office harmony or poses a threat to other employees must be immediately managed. If a conflict is occurring frequently or appears to be escalating, intervention is absolutely necessary.

Waiting for such a problem to blow over is not part of the profile of a great leader. By avoiding or refusing to address conflict it will likely grow into resentment. By sweeping it under the rug, you are risking lost productivity, repressed creativity and creating impediments to cooperation and collaboration. Perhaps most detrimental, however, is the chance that good talent will choose to walk away from your organization in favour of a healthier, calmer and safer work environment.

Because conflict is a normal part of any workplace, the challenge lies in how to effectively deal with it.

Here are some tips for handling conflicts in a proactive and productive manner:

Seek out areas of potential conflict. This is not to say go looking for trouble, but spend time identifying and understanding where tensions might flair up so that you might be able to intervene quickly or prevent conflict from arising.

Open up communication with employees. Interestingly, 90 per cent of conflicts at work do not come from something that was said, but something that was not said. Don't assume that their silence means satisfaction. Instead, give your people an outlet to speak their mind early and often so that potential conflict can be nipped in the bud.

Figure out what is at stake. It may not appear to be a major issue to you, but it certainly is to them - and if the issue is important enough to create conflict, it is important enough to step in and resolve. Acknowledging their frustration and fears is a step toward finding a solution.

Intimidation is not the answer. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Conflict Intervention, Resolution Test of Effective Leadership
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.