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The costs and risks of conflict Tutorial

Discover the hidden costs and risks of conflict in the workplace. In 'The Costs and Risks of Conflict,' we delve into how unresolved disputes impact productivity, employee morale, and organizational health. Uncover essential strategies for managers to effectively resolve conflicts and foster a collaborative environment. Don't underestimate the effects of conflict—watch now to learn how to turn disputes into opportunities for growth.

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The difficulty of measuring the consequences of

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the conflict makes us underestimate its cost.

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It is much bigger than we think.

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In Canada,

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managers estimate that they spend 20 to 30% of their time

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managing conflicts.

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Conflicts consume time and money.

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And less visibly

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have an impact on HR costs and legal risks.

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Let's take a closer look at the impact of conflict on employees,

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then on the organization and finally the manager.

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Firstly,

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the risks to people.

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Conflict generates a lot of stress for the

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parties involved and the people around them.

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It affects cooperation,

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trust and solidarity and generates demotivation.

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Exhausted by stress,

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employees are therefore less productive.

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Absentees and grows and causes some good members to want

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to leave the company for a more favorable environment.

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Of course there's always a time between the outbreak of the conflict.

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And such consequences.

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The higher the resistance threshold of employees,

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the more the manager and HR will fail to see the

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risk in dragging the conflict out without fully resolving it.

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They will wait for everyone to make an effort.

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The belief that there is no rush to deal with

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the conflict leads to a buildup of stress for everyone.

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Until the vase overflows through sick leave,

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burnout resignations.

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Now let's look at the risks of not

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addressing a conflict at the organizational level.

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The organization might also be at risk when we let a conflict settle and persist.

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First of all,

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a conflict is a waste of everyone's time.

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It makes their brains less available and

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less focused because of these negative emotions.

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The entourage of people in a conflict is necessarily affected,

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contaminated,

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grievances and complaints multiply.

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In a conflict of high magnitude,

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the accumulated anxiety and hostility can generate forms of internal warfare

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like strikes,

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sabotage,

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harassment,

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and other violence.

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Effectiveness is of course affected since all parties,

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including those around you,

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are mobilized,

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looking to have the last word.

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Procedures such as litigation and layoffs increase,

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adding to the loss of productivity.

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The work climate is harmful.

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Employees are withdrawing.

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I want to reiterate

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that most employees prefer a solution,

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even if it is not entirely satisfactory

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to the uncertainty of an unresolved conflict,

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even if they didn't get.

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What they wanted

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being at least able to move on will be a relief for everyone,

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provided that the conflict management process has been

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completed in a fair and respectful manner.

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Now let's see the risks of not dealing with the conflict at the managerial level.

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Managers who feel that they do not have to get involved

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in conflicts between employees are taking a lot of risk.

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Their role as team facilitator,

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as guarantor of well-being and productivity,

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places them at the heart of conflict resolution.

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There is no job without a manager witnessing conflict

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within their team,

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with other departments,

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with the senior management,

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with clients or suppliers.

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When a department or interdepartment wide conflict

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erupts and is not resolved quickly,

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Mans lose credibility with their teams,

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HR,

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and superiors.

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A manager's ability to resolve conflicts is

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proof of their competence and leadership.

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According to a study by the management development institute,

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a manager who proves their ability to manage

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conflict will climb the hierarchical ladder more easily.

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So managers who complain

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by considering themselves victims of the lack

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of maturity of their employees jeopardize everyone,

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including their own advancement.

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I advise against.

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Ignoring your team's conflicts out of fear of confrontation

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or because you feel that your employees should find their own solutions.

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As a manager,

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getting involved in conflict

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is not about playing mum or dad with the quarreling children.

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To get involved in the conflict is to intelligently take on the role of facilitator,

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mediator,

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arbitrator.

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In a dispute between adults that has an impact on the entire department,

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you can therefore assess the costs and risks of the conflict at

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any time by asking yourself the question of its potential short,

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medium and long-term consequences on the people,

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on the organization and on yourself,

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whether you are or not a manager.

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Remember,

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conflict always comes at a cost higher than we think.

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Then take action.

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Choose a solution that is imperfect but agreed upon

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over letting a conflict escalate.

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