Conflicts at Your Job (page 1 of 2)	
Conflicts At Your Job	
Workers may have problems getting along.  Conflicts can be positive because conflicts require talking 
and problem solving.  But when conflicts are left unresolved, the conflict can have a negative af fect on all 
workers in the workplace.  Therefore, conflicts have costs — stress for workers, feelings of anger, damaged 
work relationships that harm productivity (amount of work done on job), and loss of worker morale 
(cheerfulness and willingness to do tasks of the job).  Customers may feel uncomfortable when there is a 
conflict among workers, and workers may feel like quitting their jobs.
Informal Conflict Resolution 
A conflict with your coworker is complicated, so finding a solution will 
require your best positive attitude.  Decide if the conflict can be handled 
by yourself with the coworker, or would be better to ask your supervisor 
for help.  
To handle the conflict yourself with the coworker:   First, approach the 
coworker with positive body language (no scowling or clinched fists).  
Second, calmly and politely say what the issue is and your solution (no 
screaming or crying), and smile.  Your coworker probably feels a negative relationship with you, so you 
will create respect if you present positive body language and calm tone of voice .  Third, ask your coworker 
to describe the situation from his or her viewpoint, and listen respectfully without interruption.  Sometimes 
just listening with respect will help solve the conflict.   Fourth, take responsibility for any issue that is your 
fault.   Fifth, explain the situation from your point of view.  Sixth, ask your coworker for suggestions to 
resolve (solve and end) the conflict, then again present your suggestions.   Seventh, try to come to an 
agreement to resolve the conflict that both of you can accept.
If these seven steps do not resolve the conflict, ask your supervisor for 
help.  With calm body language and polite voice, ask your supervisor 
for a private meeting to discuss a conflict issue.  Before the meeting, 
document (write down) the type of conflict and the steps you tried 
with your coworker to resolve the conflict.  When writing the document, 
keep it brief, "just facts," and do not write about feelings or emotions.  
With your supervisor, use calm body language and a polite voice.  
Explain what you tried with your coworker that was unsuccessful.   You 
may give the supervisor a copy of the written document about the 
conflict.  Ask your supervisor for help in finding a solution because you do not want  worker morale and 
quality of work to suffer because of the conflict.  Keep the conversation calm and polite with your 
supervisor.  Show no anger, harsh words, name calling, and do not cry.  Supervisors like positive attitudes, 
and may even consider you for a promotion in the future if you prove that you can handle yourself well 
under the pressure of a conflict.   
Supervisors may promote workers who proves skills in handling conflicts in a calm, polite way .

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QUICK CHECK:	
Conflict at Your Job (page 2 of 2)	
1. Why can conflicts be positive?
2.  List 5 costs of conflicts.
3.  Define: a) productivity.  b) morale.
4.  a) First step: How should you approach the co -
worker?  b) Second: What 2 things should you 
say?  c) Third: What do you let your coworker 
describe?  How should you listen?  d)  Fourth: 
For what should you take responsibility?  
  e) Fifth: What should you explain?  f)  Sixth: 
What should you ask your coworker?  What 
should you present?  g)  Seventh: What should 
you try to do?
5.  With calm body and polite voice, what should 
you ask your supervisor?
6.  a) Define "document."  b) What 2 things do you 
document?  c) How do you keep it?
FORMAL CONFLICT RESOLUTION
Sometimes informal meetings are not successful, so the supervisor may require a formal conflict resolution 
(solving) meeting led by a neutral manager from another department not involved in the conflict.  Here are 
the steps in a formal conflict resolution meeting:
1.  MANAGER DEFINES THE CONFLICT:  What is the disagreement?  What are the facts?  What do 
we need to talk about?  How does this issue affect others workers?  Each worker explains their view in 
writing or verbally (by talking) to the neutral person.
2.  MANAGER ASKS ABOUT THE EMOTIONS:  Each worker talks about his or her emotions      
(feelings).  Emotions are explained so that everyone understands what each worker is feeling.
3.  WORKERS BRAINSTORM (THINK OF SOLUTIONS):   Workers discuss solutions and make a list 
of possible solutions.  a) Show positive body language — uncross your legs and arms; no eye rolling, 
head shake, or other body language that is offensive.  b) Nod your head "yes" and say "I understand" 
to let others know you are listening.  c) Keep eye contact.  d) Keep your voice calm (no screaming).          
e) Keep an open mind knowing that each person will have suggestions to of fer.  Then, the  manager 
will see that you are keeping a positive attitude during a stressful situation.   The manager may tell your 
supervisor about your positive behavior during the meeting.
4.  EVERYONE NEGOTIATES (FIGURES OUT) SOLUTIONS:  
Write a list of solutions that are OK.  Write a list of solutions that 
are NOT OK.  Talk about what each worker can do to compromise 
(give up something) to move the ideas that are NOT OK to the 
OK list.  Agree on a solution that allows each worker to feel good 
about the solution.  When both workers feel good about a solution, 
it is called — WIN-WIN SOLUTION.
5.  EVERYONE SETTLES THE CONFLICT:  Write the agreement on a piece of paper.  Each worker 
is asked to verbally says "yes" to the agreement.  Sometimes the neutral third person asks all workers to 
sign the agreement.  Finally, the agreement is put into action.  	
7.  a) During the meeting, what body language 
and voice should you use?  b) What should you 
explain?  c) What may you give your 
  supervisor?  d) What should you ask your 
  supervisor?  e) Because of what 2 reasons?  
  f) How should you keep the conversation?  
8.  What do supervisors like?  
9.  Who may supervisors promote?
10.  Formal resolution: Who leads the meeting?  
11.  a) List 5 steps in a formal conflict resolution 
b) What happens during each step.
12.  List 5 things you can do to show a positive 
  attitude during the Brainstorm step.  
13.  a) What will the manager see?  
  c) What may manager tell your supervisor?
14.  What is a win-win solution?
15.  a) Do you think the steps in this lesson will help 
you solve conflicts?  b) Why or why not?