How to manage employees who don’t get along?

Conflicts will always be part of the workplace, and it will offer solutions to explain why people are not getting along. Managers who want to handle stress need to know why it happens. In general, debates are all right, people will agree and disagree, discussions will be held, but it is not appropriate to have an outrageous battle.

According to a 2008 report in the Journal of Organisational Behaviour, colleagues battle when the principles of one conflict with those of another. More precisely, let’s learn what all workplace disputes involve:

  • Personal values: Individuals of different experiences and education may often start disputes if they do not match up well.
  • Creative variations: Various creative individuals will have a different view on how tasks are carried out.
  • Job titles: When workers compete for advancement and, because of their rank, clash with each other.
  • Favoritism: Increasing favoritism can bring relationships into conflict.
  • Mismatched perceptions: Each person will have a different understanding of what a message means while in meetings.
  • Unclear duties: No idea of who is going to do what tasks can lead to arguments.

Workplace tiffs and disputes are not a new phenomenon for all the time workers spend at work. These conflicts are largely due to a disparity in their attitudes, beliefs, or styles of work.

If employees are giving you a tough time getting along with each other, and if it goes unaddressed, it will be difficult over time, so try this.

  1. Pay attention to both sides: As long as you’re handling, before they get too worried, make sure to listen to both sides to fix things. Pay attention to what is happening. Do not turn your focus to other things while an employee is in dispute. Offer your best by getting a good understanding of the situation of all parties to strengthen the situation. You will discover and fix all truthful issues that need to be resolved when you hear the real problem (because certain problems won’t work on their own by themselves).

2. Note the Buildup: It is directly linked to tracking it if you are trying to settle a dispute or at least avoid one. You’re a boss and you’re going to have to take over the situation. Whatever happens, be on top, at the right moment, to defuse it. Often concentrate on the issue between the workers and not on the individuals who are experiencing the problem. To consider what is building up and make a decision to put an end to it is a sign of leadership.

3. Set straight rules for everyone: to show mutual respect, it is necessary to bring them to their attention. In the office, anything less won’t be acknowledged. If staff are at each other’s throats, it’s best to set guidelines straight for each of them. Call a meeting and talk about your priorities and business. Let it be a reminder for them to know that for a particular job they have been hired and they should focus on it.

To highlight their value and alleviate frustration, you can also add a statement of goodwill. They will be respected and change their actions in some way when you make them feel valuable as a part of success.

4. Have Open Channels to Resolve Conflict: It undermines the “we” concept of a team when the workers conflict, which is crucial for good team communication. How do you make sure that the team interacts and treats each other positively? Having a proper culture and communication networks would build a strong method of dispute resolution.

For creating a cohesive team, communication tools for peer reviews or employee to manager feedback are absolutely necessary. The aim here is to have the right channel of communication to consider the point of view of each other and have clarity in the team’s working structure.

5. Encourage them to figure it out on their own: The workers should realize that it is not a high school or kindergarten that not every difficult debate needs to hit a boss. This is a business location and arguments are expected. Encourage them to be self-sufficient and behave with each other in a cordial manner. If there are problems you should focus on alone, push them to behave like responsible adults, hold one-on-one meetings to speak freely about issues. Don’t set an illusion that you will absolutely take over the situation.

6. Intervene, where necessary: Make sure that it is specifically linked to the root cause of the dispute if you intend to intervene. You should first understand the personalities of the parties involved. Are they conflict seekers or avoiders of conflict? Conflict seekers are those who fight for themselves, while conflict avoiders prefer, above all else, to prioritize peace. You may not have to be interested in any dispute as a boss. For professional conduct, you would have to make them aware of what is expected from them. Take action when it impacts the entire team’s well-being. As an opportunity to enhance how something is done or train them for something different, approach the dispute.

Employee disputes are frustrating, but when resolved on time, it can be a road to something better. When you learn to use these techniques from a good manager, you will know what to do in the challenging situation, no matter how things turn out.

Check out my related post: How to deal with difficult employees?

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