Workplace Conflict -- when we care passionately about our work

The public service is rife with passionate people who are dedicated to doing great work. This is both a gift and a challenge. The gift is obvious: loyalty, discretionary effort, increased opportunity for engagement, etc.

Less obvious is the challenge it presents.

Unfortunately, in our zeal, passionate people are at risk of crossing the line to zealotry; fanatical & uncompromising in our ideals. This rigidity can damage the organization's ability to collaborate, to problem-solve, and to innovate, and can be a source of conflict.

Conflict has been defined as "a clash of perceptions, goals or values in an arena where people care about the outcome". ^[1] It is precisely because we care that increases the likelihood of conflict. If we wen't invested, we would shrug our shoulders and allow things to pass.

There is a need to channel the passion and energy. If we don't capitalize on it, we risk disengaging and alienating our passionate staff.

So how do we do it?

Help people hear the intention behind the strong words.

Reinforce the common ground and shared goals. Not force common ground that isn't there. But probe and listen for the message behind the message.

For example: passionate debate about how best to serve clients and a variety of perspectives on how to accomplish this goal.

"We have to work fast" says one staffer.  "We can't rush" says another. "Most important is that we're consistent" says one, "But they are each unique individuals" says another. And because they are all passionate,  because they care, they tend to be attached to their ideas and vocally advocate for their position.

Handled poorly, this could be a high conflict situation. But handled well,  there's an opportunity to hear diverse perspectives and create a better outcome. 

Skilled questioning can draw out why each person sees it the way they do. Being your best active skills; reflect, rephrase, ask due confirmation that time getting it right. You will learn that each has the best interests of the client at heart, but there are diverging perspectives about what constitutes a good client experience. 

Don't be afraid of the differing perspectives. Start by acknowledging the intention of all the players -- underneath they want the same thing: a good client experience. That's something you can build on. The acknowledgement helps each person feel heard and opens them to further dialogue.  And when everyone realizes they are after the same goals, it is easier for them to consider other ways to get it.

Make the conflict specific and tangible: "Pascale wants clients to have resolution quickly, Sandra wants clients to have a high quality experience and is concerned that might be damaged if we rush."

Because each hears their concern reflected, their confidence that it will be accounted for increases. The passionate energy can be repurposed from conflictual advocacy to collaborative problem solving.

Then you can find the gift of all that passion: the energy and ideas to get great outcomes.

 

^[1] Alessandra, T. & Hunsaker, P. (1993) Communicating at Work. New York: Fireside Publishers (Go Back)