| Managing conflict is one of the of the most essential | | | | the other person's viewpoint. Let them talk first. Resist |
| skills any HR generalist possesses. This skill is critical | | | | the urge to push your viewpoint until you've heard |
| when running meetings, participating in performance | | | | theirs. For example, you might say: "Tell me why you |
| reviews, selling ideas, investigating employee complaints | | | | feel that way..." |
| and when negotiating labor agreements. | | | | • To ensure your understanding, summarize |
| In fact, human resources generalists who aspire to | | | | non-defensively the other person's viewpoint. Point out |
| become executives someday must know how to | | | | any areas of agreement. Also, where appropriate, |
| manage conflicts effectively. | | | | acknowledge his or her feelings, e.g., "I can see why |
| However, this is NOT as easy as it seems. Like | | | | you're frustrated," or "You've been quite frank." |
| anything else, it requires patience, practice and the | | | | • After you've heard the other person's |
| commitment to do it well. Conflict is inevitable in any | | | | perspective, then concisely state your needs and |
| organization. You can't hide from it, run from it or duck | | | | expectations. Try not to overwhelm the person with |
| it if you want to move your human resources career | | | | demands, rigidity, nor tone of voice. For example, you |
| forward. | | | | might say: "Let me share with you why I believe we |
| Here are some quick steps you can take when | | | | should...." |
| dealing with conflicts face-to-face: | | | | • Then, mutually examine options for each area of |
| • In a supportive fashion, clearly describe how you | | | | disagreement, seeking alternative solutions. Build upon |
| perceive the differences between you and the other | | | | each other's ideas. Try to be flexible in your position. |
| person. Do not get into why you feel the conflict is | | | | Focus first on those areas where consensus is most |
| occurring. For example, say: "Jill, I'd like to discuss our | | | | likely to occur. It might go something like this: "It seems |
| different points of view on the new appraisal process. | | | | we both agree that...." |
| You believe we should get all the senior managers to | | | | • After resolving the conflict, take the initiative to |
| approve it, while I believe we need only John, Bill and | | | | summarize each area of agreement, and confirm the |
| Susan. Is that accurate?" | | | | other person's commitment. You may want to follow |
| • Ask good open-ended questions - "What, why, | | | | up the discussion with a memo. |
| how and when" - to discover and better understand | | | | |