Workplace and Formal Group Conflicts

Unlike conflicts that might occur in an informal group of friends or in a family, which are more similar to interpersonal encounters disagreements in the workplace group present a specific set of issues.

In formal groups it's often the leader's responsibility to manage conflict. Small group communication researchers distinguish between procedural and people conflicts and offer a wide variety of conflict management strategies.

Procedural conflictsinvolve disagreements over who is in charge (who is the leader or who should be the leader), what the agenda or task of the group should be, and how the group should conduct its business. The best way to deal with procedural problems is to prevent them from occurring in the first place by establishing early in the group's interaction who is to serve as leader and what the agenda should be. If procedural problems arise after these agreements are reached, the leader or members can refer the conflicting participants to the group's earlier decisions. When members oppose or become dissatisfied with these early decisions, however, they may become negative or antagonistic and cease to participate in the discussion. If this happens (or if members want to change procedures), a brief discussion on the procedures can be held. The important point is to deal with procedural conflicts as procedural conflicts and not allow them to escalate into something else.

People conflictscan occur when one member dominates the group, when several members battle for control, or when some members refuse to participate. The leader should try to secure the commitment of all members and to convince them that the progress of the group depends on everyone's contributions. At times it may be necessary to concentrate on people needs – on the importance of satisfying members' needs for group approval, for periodic rewards, or for encouragement. People conflicts also can develop in the course of debate if members attack people rather than ideas. The leader needs to ensure that attacks and disagreements are clearly focused on ideas, not people. If a personal attack does get started, the leader should step in to refocus the discussion to the idea and away from the person.

Here are four principles that have special relevance to conflict in this type of group:

• Preserve the dignity and respect of all members. Assume, for example, that each person's disagreement is legitimate and stems from a genuine concern for the good of the group. Therefore, treat disagreements kindly; even if someone attacks you personally, it's generally wise not to respond in kind but to redirect the criticism to the issue at hand.

• Listen empathically. See the perspectives of the other members; try to feel what they're feeling without making any critical judgments. Try to ask yourself why others see the situation differently from the way you see it.

• Seek out and emphasize common ground. Even in the midst of disagreement, there are areas of common interest, common beliefs, and common aims. Find these and build on them.

■ Value diversity and differences. Creative solutions often emerge from conflicting perspectives. So don't gloss over differences; instead, explore them for the valuable information they can give you.

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