Effective Conflict Resolution
In any workplace, it is inevitable that varying perspectives, personalities, and ambitions will sometimes lead to clashes among employees. While a certain level of healthy debate can be productive, unresolved conflicts can quickly escalate, jeopardizing team cohesion, employee morale, and overall productivity. As a director/administrator, HR professional, or a team member, understanding and mastering the art of conflict resolution is crucial in fostering a harmonious and thriving work environment and creating a culture of leadership in your library.
Whenever I teach about leadership or conflict resolution we discuss 5 pillars to conflict resolution.
Listen: It is important that people feel heard. Listen to whomever has the conflict. Whether it is your employee or a patron. Listen to their concerns and their frustrations. Listen to their ideas and their experiences. And validate those!
Validate: And let me be perfectly clear, validate does not mean “agree with.” Validate means that you acknowledge the way that they feel or think or see their experiences. And also that it is valid for them to have those feelings/opinions. People need to feel heard and understood in order to feel safe and no de-escalation or resolution will be found if they do not feel safe/trusting.
De-escalate: Ask questions such as “Is there a different way we could look at this” knowing that perhaps the other side didn’t intend the perceived offense, or “We are going to find a solution, what do you feel you need for this to move forward? Let’s work together.”
From de-escalation work on solutions: What problems need addressed? Is there a policy or procedure governing those problems that needs to be consulted? Are there other people (supervisor or coworkers) that need to be involved in the discussion/solution?
And finally, follow-through!: This is where so many people go wrong. If you create a solution, then make sure you follow-through and ensure that it is working or tweak it if need be! If you create a solution and tell someone to do something specific, then don’t follow-up, it often will not get done. Then people will be all the more irritated because even after confronting and addressing the problem it has gotten, or continues to get, worse. “Let’s touch base again in two weeks and see if these problems have eased up or if we need to brainstorm some different solutions.”
By listening to and acknowledging the root causes of conflicts and addressing them head-on, rather than avoiding or suppressing them, we empower ourselves and our teams to grow and evolve. Listening actively and empathetically to each party's concerns can bridge the gaps of misunderstanding and pave the way for constructive dialogue. Moreover, cultivating a culture of respect, inclusivity, and open communication creates an environment where conflicts are seen not as obstacles but as opportunities for growth and improvement.
