First, what is destructive conflict? It is conflict that has a measurable negative effect on Company productivity, with some measures being: lower revenue and/or lower output on a per employee basis; higher regretted turnover; greater use of the Company’s Employee Assistance programme; increased absenteeism; increased numbers of disability leaves, and lower employee engagement scores. Symptons of destructive conflict are many and varied, and may include: public and personal criticism of leaders and colleagues; verbal battles in meetings; decreased loyalty; insubordination; employees working fewer hours; employees taking fewer risks and only doing what is in their job descriptions; and employees spending Company time and resources on non-Company related matters
Destructive conflict is very visible, and like ripples on the surface of a pond, can spread throughout an organization, even when the conflict is occurring between two members on the executive team. Functions, departments, work units, and individuals all take sides when destructive conflict arises, and this can paralyze an organization.
What should leaders do, when destructive conflict is noted?
Well, one thing not to do, is to ignore this, in the hopes that it is temporary and will go away. Everyone can have a bad day, and in most instances, when they do, quickly realize this and apologize. Destructive conflict though is not about having a bad day. It is a fundamental difference of opinion on some decision taken or being considered by an organization, which the dissenting opinion holder translates into a destructive action.
Leaders need to act when they observe such action. There are many things that they can do, however here are some of the more commonly used approaches (after of course meeting with the individual and having an open and mutually respectful discussion on the observed destructive behaviour):
1. Provide greater context. (Sometimes the conflict arises from a lack of understanding of the bigger picture and how the decision fits in. The more difficult the matter under discussion, the more of an investment a leader needs to make to ensure that there is “K.U.B.A” (knowledge, understanding, buy-in, and actions) in support of this.
2. Appeal to a superordinate goal. (It may be that while the conflict is destructive, at its root is a need to broaden the thinking around the proposed decision to encompass higher level needs. Great leaders use conflict to identify better solutions with fewer negative side-effects).
3. Channel the destructive conflict, so that it becomes productive. (This can be done by creating a culture for challenging, appropriately in the organization. This can also be done by ensuring that there is a role in decision-making that is that of the dissenter with perhaps this individual in this role-although the individual in the dissenting role needs to be rotated each time a new problem is tackled).
4. Making use of third party expertise. (HR leaders or Executive Coaches are often brought in to be impartial observers in a conflict situation, and to help facilitate solutions that address the destructive behaviours while restoring constructive relationships amongst individuals and teams)
5. Changing responsibilities/resources. (Sometimes, the conflict arises because role responsibilities overlap, creating confusion around accountability and ownership for decisions. In these cases, re-visiting who does and is responsible for what and adjusting these, can address the conflict. Sometimes, the conflict arises because there are insufficient resources to get the job done, and so for survival purposes, an individual may act destructively. Addressing resourcing shortfalls can also help to address destructive conflicts).
6. Move those involved in the conflict. (As a last resort, leaders may have to move those involved in a destructive conflict. This may mean a change in role or a change in department. This may also mean a demotion or termination. If the conflict is truly destructive, with other means of addressing this having failed, and no signs for the behaviours flowing from the conflict coming to an end, leaders must take action to protect the culture and the business of the organization).
Destructive conflict is always a possibility in organizations. Key to maximizing productivity and business success therefore over the longer term means that leaders must create a culture that promotes positive and constructive conflict, and that calls out and deals with destructive conflict in a timely and effective manner.