How Should We Handle Staff Conflicts? A Checklist

Identify the Symptoms

One of the keys to successful conflict resolution is early detection. Typically, the earlier you notice a conflict between employee members the easier it is to settle it.

Look specifically for usual behaviors. Note, for example, if a usually quiet and reserved employee becomes suddenly more abrasive and brash or if a top producer inexplicably becomes lazy and disengaged.

It is vital that you document specific instances of troublesome behavior! Include brief descriptions of each event in a log, and record the time, place and people involved for each occurrence. The purpose of the log is twofold; it's used during the upcoming resolution session and may be helpful in performance appraisal or even as justification for termination if it gets that far.

Identify External Sources

Never dismiss employee infighting as "unavoidable" or "random." There may be external root causes of these conflicts that have more to do with your office and culture than with the individuals operating in it. Those affected are mere victims.

Over-crowded, noisy, or otherwise uncomfortable offices, as examples, are ripe for staff battling. Job insecurity, rampant gossip and discrimination are other culprits.

If you suspect these external sources, address them quickly with executive management and inform your staff, as guided by your supervisors, that you acknowledge the problems and that steps are being taken to correct them.

Conduct a Resolution Session

Confronting employees about unusual or disruptive behavior is never easy, but it's far more challenging if you are unprepared.

Choose a quiet, non-confrontational setting. This typically isn't your office.

Have separate meetings with the affected employees. Mass resolution sessions can be disastrous, and at best are inefficient and emotion laden.

Don't be vague. Site the specific examples you've documented in your log.

Steer the dialogue around the behaviors more than attitudes, and avoid the temptation of giving your opinion about who is right or wrong. Attitudes are impossible to qualify, and attempting to officially document them can get managers in murky legal waters. Stick with behaviors!

Agree on what acceptable behavior is, and agree to have a follow-up session in a couple of weeks to see how he or she is progressing. Draft this "resolution document" with the affected employee, and not beforehand.

Make three copies of your resolution document: one for you, one for the employee, and one for the filing cabinet. Both the employee and you should sign and date the agreement. Email is not appropriate for this type of official record.

Know When You're In Over Your Head

Some conflicts should be handled by others. If you suspect that an employee is suffering from clinical depression, refer him or her to your Employee Assistance Program. Drug and Alcohol addiction can lead to employee conflicts as well.

If you believe that an employee could become violent or may retaliate physically against another worker, inform your Human Resources department immediately; they may choose to contact the proper legal authorities.

If your company has a formal grievance policy, understand how it works and when it is best used. While most conflicts should be and can be resolved without having to escalate them to a grievance board, it is important that employees are familiar with their rights under this policy.