Given the increased awareness regarding systems of oppression and challenges to create truly inclusive workplaces, conflict is unavoidable. Even the best-intentioned people can make microaggressions. Language and culture are ever-shifting as is awareness of self, others, and community. So what happens when conflict arises? How are organizations and businesses preparing for conflict mitigation and resolution? What does a restorative practice look like in a workplace? What does this have to do with communications work?
Human resource professionals have regularly been navigating workplace conflict as part of their work. The range of policies and procedures can vary significantly from “zero-tolerance” to leaning into conflict as a learning opportunity. Often because leadership is conflict-averse and may not have done the work to create a culture of psychological safety when interpersonal challenges occur, the reaction is based on self-preservation and fear. However, there are other paths to resolving conflict that organizations could explore in preparation for the inevitable.
Lend Me Your Ears Deep listening can be a practice that builds trust well before conflict occurs. This involves active listening to others free from distractions (like cell phones or email pings) and refraining from formulating a response while someone is speaking. You can also pay attention to the nonverbal communication that is occurring in a person’s facial expressions and body language. As you listen also try to become aware of your own body language and the feelings that you are experiencing, As you become more in tune with both what you are receiving and how you are receiving it, you can be more connected to the other person and strengthen your interpersonal relationship.
Conflict Communication Communication itself is often the source of conflict. Whether based on style, language or timing, the impact of communication is something that can’t be divorced from intent. It’s not just the words in the email and the way it was structured that can cause conflict, it could be the fact that the message was sent as an email that solidifies the harm done to the recipient. Therefore, communications need to be considered from multiple perspectives especially when relaying sensitive or difficult information. I’ve certainly counseled some leaders to consider personalizing their communications by softening messages, exposing their own vulnerability, or using multiple media to deliver news that could cause conflict between leadership and staff.
It’s Ok to Cry
For years the norm was you don’t cry at work. That level of emotional display had no place in a professional environment. I couldn’t disagree more.
First, no one stops being human when they enter an office space. They don’t leave their cares and worries at the door. Showing up authentically results in people being able to do their best work. People cry as an expression of so many emotions including sadness, joy, fear, anger, and relief. Taking the time to give the person space and also support can let them know that you hold space for them and will continue to see them as a person in a professional setting.
I certainly don’t have all the answers about conflict resolution in the workplace, but I believe that as a communications professional my continuing education about this issue is imperative and part of my journey to bring principles of equity and inclusion into the center of my work. So I keep learning and sharing as I grow.
Restorative Practices Resources
Other Resources
Society for Human Resources Conflict Resolution Toolkit
The Lost Art of Deep Listening from Forbes Magazine https://www.forbes.com/sites/nazbeheshti/2020/01/30/reclaim-the-lost-art-of-deep-listening/?sh=11b5ac723d83
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