How to Manage Intergroup Conflict
Intergroup conflict can be characterized in many different ways. You can probably recognize several touchstones in your workplace that possess similar properties and characteristics. Cliques develop and can make overt or covert attempts to instigate hate, hurt productivity or prevent upward mobility of an individual or group of individuals. According to the Los Angeles County Human Relations Commission, these are circumstances where "groups take antagonistic actions toward one another to control some outcome important to both groups."
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Things You'll Need
- Professional mediator
- List of verified complaints and solutions
- Neutral meeting place
Instructions
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Identify primary conflicts and develop mediated solutions
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Intergroup problems in the workplace can typically originate from a sense of real or imagined deprivation or separation from a promotion, career achievement, sense of ethnic or racial superiority and intolerance or gender indifference among others. These group conflicts are sometimes masked by covert behaviors that are not always easily identified. For instance, a co-worker, by omission, may refuse to assist another co-worker with an assignment or give incorrect information in order to sabotage her work assignment. Other group members may circulate malicious gossip or untruths in order to circumvent the targeted worker's effectiveness.
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In a work setting, it is crucial to identify the type of complaints and complainers who are initiating disruptive practices. Look for certain patterns of behavior or characteristics that appear connected to a particular membership, i.e., race, department, gender and so forth. Be careful in your tracking and collection of potential group conflict issues that you request that each employee substantiate the complaint(s) in writing and attach proof. Segregate the complaints by type so that you can better ascertain whether the complaint or alleged infraction is work-related, a personal issue, a gender-specific problem or a race or ethnicity problem.
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After you have identified the issues that are creating conflict, send a memo to respected members of each group and request input from each on recommended policy solutions to the problem. Set up a planning meeting for the members of each group so that conflict problems and probable resolutions can be discussed.
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In advance of the meeting, set boundaries of discussion so that any personal attacks, name-calling, marginalization or minimizing of opinions or issues are kept off the discussion table. If necessary, call in a neutral third party from inside the organization or from a respected and effective dispute resolution organization in your area.
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Select a neutral meeting place that will eliminate the feeling that one group or the other has an unfair advantage in the setting. If possible, select a restaurant or coffee shop in your area, or even a community center meeting room to help ease the tension and promote a more relaxed discussion. Decide on a time limit for each part of the discussion in advance in order to eliminate unnecessary grandstanding or stalling tactics.
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Begin the meeting with two or three goals that all parties can agree upon and share ownership in, such as "respect the final outcome when agreed upon." This approach will allow all sides to recognize a sense of teamwork and camaraderie. The tactic will make it much easier to work through and manage a resolution for issues each has identified as creating conflict. Zero in on the proposed resolutions that have been identified and allow discussion on how and why the suggested resolution may work.
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Structure the meeting resolution so that each side feels that his or her side of the conflict was heard, discussed and some measure of resolution was achieved. Set 30-, 45- and 60-day timelines for conflict resolution goals in order for both sides to be able to measure success, as well as to report on continuing conflict issues if present. After the meeting, immediately send out a formal agreement to which all participants can attach their signature in order to ratify the agreement.
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At each benchmark date of 30, 45 or 60 days from the agreement, send out a progress memo to all of the parties, as well as a congratulatory note promoting their achievements and any notable progress made in the work conditions as well. You, and they, will be able to recognize the value of conflict resolution and purported tie-in to their own overall and individual workplace goals.
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Tips & Warnings
Take corrective action to prevent job intimidation workplace tactics.
Set up a workplace mediation process.
Develop disciplinary policies for employees engaging in, initiating or spreading harmful or malicious workplace gossip.
References
Resources
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