Readers' Corner - Managing Workplace Conflict

Michèle Auger, Fred Longley and Edward Popoff
Departmental Library
Source: Workplace Gazette, Vol. 7, No. 2, Summer 2004

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Managing Workplace Conflict

Blackard, Kirk and James W. Gibson. Capitalizing on Conflict: Strategies and Practices for Turning Conflict to Synergy in Organizations: A Manager's Handbook. Palo Alto, Calif.: Davies-Black, 2002.
HD42 B52 

The premise of this book is that conflict within an organization has broad, systemic effects, and that conflict management requires more than simply resolving disputes. Effective management must create an environment that minimizes negative conflict and capitalizes on "positive" conflict such as difference of opinion which may not be counterproductive if managed effectively. Minimizing conflict involves especially the fostering of a trusting environment and avoidance of policy-driven conflict. Best practices and examples show how to expose suppressed conflict, resolve it, and learn from the experience. Managers are encouraged to empower employees to find ways to resolve conflicts themselves instead of relying on management policies that may not fit every situation. 

Collins, Sandra D. Managing Conflict and Workplace Relationships. Mason, Ohio: Thomson South-Western, 2005.
HD42 C63

This direct and compact presentation goes beyond the perspective of how to resolve conflict to an examination of why conflict happens and how it operates. An understanding of the nature of workplace conflict and the dynamics of a specific situation are necessary to determine the best way to resolve the problem. The author details a wide range of approaches to working through workplace conflict, including the collaborative mindset, effective listening and feedback, positive language, negotiation, mediation, and other methods of intervention. Decisive action preserves relationships, reduces unnecessary costs, and allows staff to remain focused on the organization's strategic objectives.

Lubit, Roy H. Coping with Toxic Managers, Subordinates…and Other Difficult People. Upper Saddle River, N.J.: FT Prentice Hall, 2004.
HF5548.83 L82 

An ability to work effectively with difficult managers will have a significant impact on one's career, and can help senior managers protect their organization from the negative impact of toxic subordinate managers. The better the understanding of specific types of toxic managers, the better one will be able to influence them to behave in ways that enable one to work with them. The key to this ability is the development of emotional intelligence—understanding and coping with one's own feelings and the feelings of others. The book shows how an individual can enhance his or her emotional intelligence and how to increase the level of emotional intelligence throughout the organization. The author depicts the behaviours and motivations of five types of toxic managers—narcissistic, unethical, aggressive, rigid, and impaired, and suggests ways to more effectively deal with them. The reader will be able to identify his or her own toxic behaviour, realize its impact, and contain it.

Richards, Rebecca A. Informal Discipline: Problem Employees. North York, Ont.: CCH Canadian Ltd.; Vancouver, B.C.: CGA Canada, 1999.
HF5549.5 E42 R52 

Informal employee discipline is used before formal discipline, unless the problem is very serious. This Canadian "how to" manual details the use of informal discipline to resolve problem behaviour and avoid formal discipline or termination. The nine phases of the procedure are presented using worksheets and example scenarios.

The author explains what causes problem employees and how to monitor and investigate inappropriate employee behaviour. She offers approaches to a preliminary diagnosis of the problem; developing a strategy for a constructive feedback meeting with the employee; designing an action plan to which both parties agree; and monitoring and reinforcement of the action plan.

Options are explored for repeat offenders and no-win cases. 

Scott, Gini Graham. A Survival Guide for Working with Humans: Dealing with Whiners, Back-Stabbers, Know-It-Alls, and Other Difficult People. New York, N.Y.: AMACOM, 2004.
HD42 S362 

This book, written in a conversational style and based on the author's experience, identifies many of the common types of workplace conflict, offers a choice of practical solutions, and evaluates the effectiveness of options. Personality types associated with workplace conflict are profiled.  The author approaches a problem as an opportunity and looks for positive aspects of whatever outcome is achieved.
 

NOTES

  1. For other available references in French language only, see the French version of the Workplace Gazette/Gazette du travail.
  2. Employees of Social Development Canada and Human Resources and Skills Development Canada can borrow these items from the Departmental Library. Others can borrow them through their own library.