Conflict Management Systems Design

A fully integrated approach to reducing and resolving workplace conflicts

A recent study by Watson and Hoffman (Leadership Quarterly, vol. 7, n. 1, 1996) found that 42% of a manager's time involves conflict management.

According to exit interviews, 50% of people who quit their jobs cite conflict as the main reason. An estimated 65% of performance problems result from strained relationships between employees, not from deficits in skills or motivation.

Conflict in organizations has a high cost, including:

  • Wasted time
  • Reduced decision quality
  • Turnover
  • Artificial job redesign (to work around conflict)
  • Sabotage, damage and delays
  • Absenteeism
  • Higher health costs.

Most dispute resolution processes in organizations are reactive and adversarial. They usually come into play only after the dispute has festered for too long a time, and even when they resolve specific disputes, they often make the working climate worse.

An Integrated Conflict Management System begins with policies, processes and skill-building programs to reduce the frequency and intensity of unwanted conflicts. It includes informal as well as formal processes for addressing complaints (including harassment, human rights and other grievances). It is design to fit the unique culture of the organization.