CONFLICT ON TEAMS
As definitions of management have changed, the role and definition
of the managerial coach has likewise changed. It is no longer
sufficient to have business and managerial savvy or skill
sets that may prove to be dated. It is now necessary for coaches
to also understand business work groups, integrated product
teams, virtual employees and the ways businesses are re-structuring
to meet market demands.
The coaching task is increasingly complex and challenging
partially due to increasing requirements from businesses for
greater employee output with declining resources. The task
is also impacted by competition from companies that out-place
jobs to domestic or off-shore companies, or both. As a result
coaches are challenged understand ways to manage business
resources, systems and processes that were never designed
for these new demands. Coaches must now help managers to learn
and settle in to the new roles and responsibilities required
by businesses.
Conflict on Teams is one of the Essential
Management Skills modules offered by Mentorsys. These modules
are resources for managerial coaches when working with both
new and seasoned managers.
Conflict on Teams is written for coaches
to use in part, or as a workbook. It is intended as a guide
for coaches who may be new to business coaching. It is also
written in a manner that directly addresses and tasks the
manager. Please use this method as a guide, and feel free
to adapt the words to your particular coaching situation.
Most managers seek to improve and develop individual employee
performance by setting clear expectations. This is best accomplished
annually by ensuring that employees have the resources and
skills to do their jobs. It is also accomplished by providing
regular ongoing feedback and coaching.
Occasionally, however, unacceptable performance may develop
and persist in a few individuals, in spite of the resources
provided.
This subject of this paper, conflict, confrontation and corrective
actions is designed to help managers to learn proper methods
of taking corrective action when an employee is not performing
in an acceptable manner, or is not meeting agreed upon expectations.
Engaging in behaviors that directly interfere with employee
performance is also addressed practice.
“The reason lightning doesn’t strike twice
in the same place is that the same place isn’t there
the second time.” Willie Tyler
| INFORMATION YOU
CAN USE
Conflict? Or Something Else?
Do not confuse conflict with indecision, disagreement,
stress, or other common experiences that may cause,
or be caused by, conflict. These are not conflict and
they are not handled by conflict-resolution tools.
Workplace Conflict
A condition between or among employees whose jobs are
interdependent, who feel angry, who perceive the other(s)
as being at fault, and who act in ways that cause a
business problem.
This definition includes feelings (emotions), perceptions
(thoughts), and actions (behaviors). These three items
are the only dimensions of human experience. So, conflict
is rooted in all parts of human nature.
If You Don’t Know What’s Broke....
Do not assume that as a manager you are responsible
for keeping all employees happy. Some problems are up
to the individual to resolve. Some differences are benign,
even beneficial to the work environment. If you have
not thought through the situation, it is smart not to
jump into the middle and try to fix it. You may only
make it worse
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Taking Corrective Action
- Point out the difference between observed performances
and agreed upon expectations.
- Describe specifically, the negative impact of the
employee’s performance.
- Obtain the employee’s view of the situation
- Ask for ideas on how the employee can correct the
situation. Then, add your own.
- Explain any steps you plan to take and why.
- Agree on a plan of action and a follow-up date.
- Express confidence that the employee can correct
the situation. *
- Record the situation, time and date, and the specific
actions you have taken.
- Corrective action begins with an oral warning.
- In all cases record, in the employee’s file
- the time
- date
- the situation
- your specific actions.
* from Zenger-Miller
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When unwelcome behaviors persist,
it may be necessary to issue a written warning. This warning
should also become a part of the employee’s personnel
file. The employee should be aware that the written warning
is a part of his or her employment record. Often, when the
employee has corrected the behavior, the warning may be removed.
If further action is required, however, the employee may need
to be warned a second or third time before termination. This
is dependent on company policy. It may be best in both parties
interest to contact Human Resources to advise actions according
to company policy in such cases.
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