“Unmanaged conflict is the largest reducible cost in organisations today, and the least recognized” – Slaiker & Hasson.
Here are the two primary effects of unmanaged or unrecognised conflict at work:
- Direct (visible) costs:
- Increase in absenteeism for personal reasons: paying the absent worker and the replacement labour and drop in productivity/failure to meet targets PLUS increased use of medical benefits. (The Canadian economy lost an estimated $16.6 billion in 2012 due to absenteeism, according to a study by the Conference Board of Canada.)
- Replacement costs of employees who resign as a result of the conflict or the general poisonous atmosphere at work (recruitment, orientation, on-the-job training, time to integrate new employee into the team/department).
- Grievance & arbitration initiated by affected employees/union: Management time, time off for shop stewards, legal costs, arbitration costs.
- Indirect (hidden) costs:
- Loss of skill and organisational memory when someone resigns.
- Employees’ work-time spent on fueling the conflict/gossiping vs. working productively.
- Poisonous work atmosphere causing tension, stress, sabotage of others’ work, lack of co-operation, withholding of needed information.
- Opportunity costs: loss of productivity, deterioration in customer relations.
- Loss of reputation.
Psychometrics Canada found in their study on conflict in the Canadian workplace that the most common causes of workplace conflict were:
- Personality and ego clashes (86%),
- Poor leadership (73%),
- Lack of honesty (67%),
- Stress (64%) and
- Clashing values (59%).
The study describes negative outcomes of conflict as:
- Quitting (81%),
- Sick absence/absenteeism for personal reasons (77%),
- Personal insults and attacks (76%),
- Dismissal (43%).
I’ve always believed that conflict, managed well, is a great source of information on what needs to be fixed or fine-tuned. I’ve also had the experience of seeing improved relationships and co-operation as people who work together get to understand each other better. And so I was happy to see the study report the following POSITIVE OUTCOMES from well managed conflict:
- Better understanding of others (77%),
- Better solutions to problems and challenges (57%),
- Higher team performance (40%),
- Increased motivation (31%), and
- Major innovations (21%).
What to do?
The employees, managers and business owners who participated in the study recommend that business owners/managers should do the following:
- Model appropriate behaviours (84%),
- Provide more clarity to employees regarding your expectations (77%), and
- Manage toxic individuals more firmly (75%).
Where to begin? There are only so many hours in the day! In any business the management of relationships with people – whether they are employees, suppliers or customers – is critical to one’s success. As much as your business may be roaring ahead successfully or battling under the strained economic conditions that prevail at present, the smart money is on the business owner/manager who takes time to work on this aspect of the business.
Good workplace dynamics is the swing vote in taking your business to the next level.