Managing conflict

Nobody likes to be the bearer of bad news, but unfortunately, sometimes you draw the short stick. This is especially true when it comes to managing conflict in the business world. But delivering bad news does not mean the conflict has to have a negative ending. It is possible to deliver bad news and have a positive outcome that satisfies all involved.

Delivering bad news is something that can be learned. According to Roebuck (2006), delivering bad news in writing generally follows one of two paths: Direct or indirect writing. Roebuck recommends indirect writing as an easier and softer way to deliver bad news. It allows for the writer to use diplomacy over consciousness and directness. The trick with this method, however, is not to be too subtle (p. 86). Bad news can also be delivered verbally, and when trying to resolve conflict, both verbal and written methods are often necessary. Such is the situation with this case study.

The supervisor of a mid-sized company that provides tech support services has received numerous complaints from customers and co-workers about an employee's substandard work performance. These are never easy situations to solve; however, it must be addressed before it escalates into larger problems and a regrettable incident occurs. Avoiding the situation not only makes for an unpleasant workplace, but eventually it can affect the company's image and reputation. Customers who are treated poorly, or receive bad customer service, will surely spread the word among their business associates and friends. So how does one solve this problem? Cahn and Abigail (2007) say that in today's business world, the idea is that using one style for all occasions presents disadvantages in successful resolution. So the idea that "one size fits all" does not work when it comes to conflict resolution.

While a variety of methods could be invoked in this case, one thing that must be clear in solving the problem is the communication. It is necessary for the supervisor to examine all of the possibilities of what could be causing the employee's behavior. This is where invoking the Stop - Think, Listen, Communicate (S-TLC) method could be very helpful. By using this method, the supervisor has a chance to stop and assess the situation, think about it can be resolved, and listen to everyone's point of view, especially the employee in question. The communication needs to involve what is acceptable and unacceptable behavior. It also needs to be explained how the employee's behavior is affecting the co-workers. If this is a first-time offense, then it is possible to give the employee a second chance to correct the behavior. This discussion can be reinforced with a follow up that involves a written reprimand in which the highlights of the conversation are repeated and a warning that if things do not change, termination will occur.

Finally, since this did involve other employees, it might be necessary to meet with each of those workers and discuss the resolution with them. This does not mean sharing that if changes are not made, a dismissal is possible, but perhaps any extenuating circumstances that may have caused the behavior. An apology from the employee to co-workers may not also be out of the question.

Conflict resolution does not mean one side wins and another loses. Successful conflict resolution means reaching an agreement with which both sides are satisfied. Delivering bad news is never easy, especially in the midst of conflict. But by applying patience and common sense, with good communication skills, it is possible to have a positive outcome for all involved.

References
Cahn, D.D. & Abigail, R.A. (2007). Managing conflict through communication, 3rd Ed. Boston:
Pearson.

Roebuck, D.B. (2006). Improving business communication skills, 4th Ed. Upper Saddle River, N.J.:
Pearson.