Conflict resolution – structural change

Tips on managing structural conflict

Topic 2 (Common factors contributing to workplace conflict) identified that structural factors can contribute to workplace conflict. Examples of structural factors include team composition and organisational structure.

Here are some tips on ways to manage structural conflict:

• Conflicts between departments or groups – One solution is to have those departments or groups report to the same executive, who can align their incompatible goals.
• Conflicts between team members – These conflicts may be addressed in several ways:
  • Create opportunities for cooperation – Organise for people who have conflicting ideas or different work styles to work together on a separate and less important project away from the rest of the team. This approach may encourage people to value one another and learn how to work together. 
  • Separate the people at odds – Create some space between them to help diffuse the tension or conflict. This may mean physical separation or division of projects to create space.
  • Change the team composition – This may be necessary in some instances. It should not be the first strategy attempted to resolve a conflict between team members. 
• Create a common opposing force – Conflict within an organisation can be mitigated by focusing attention on a common goal. The ‘enemy’ can be the competition, or it could be a concept (e.g. a recession) that unites people and groups. 
• Consider the majority rule – Have group members vote and implement the idea with the most votes. This approach can work if participants feel the process is fair; it becomes ineffective if ideas from the same team members usually win. However, it should not take the place of healthy discussion about options. It should be used only after that conversation. 
• Try problem solving – Individuals or groups in conflict focus on the problem, not each other. The process involves identifying and understanding the different perspectives, developing possible solutions and then deciding which one best addresses the issue. 

Often, you can use good work design to address conflict created by structural problems. For example, you could have teams report to the same manager. Or you could change the type of work people do, to create opportunities for cooperation and problem solving. But sometimes, you may have to move people to other roles. 

A specific structural problem – toxic leadership

A structural problem that can occur in an organisation is toxic leadership. This is a destructive leadership style that includes both bullying and uncivil behaviour. 

Signs of toxic leadership include:

• frequent lying or inconsistent expectations
• not listening to feedback
• believing they are always right
• placing importance on hierarchy
• discriminating between workers (either positively or negatively)
• lacking confidence
• being incompetent
• being self-interested. 

Tips on managing toxic leadership

Toxic leadership is both facilitated by and reinforces an unhealthy workplace culture. For example, a workplace environment that places the needs of the organisation above individual concerns is more likely to encounter toxic leadership than a workplace that encourages assertiveness and independence to challenge the status quo. Similarly, workers can reinforce toxic behaviour by minimising the consequences of a toxic leader or seeking to gain by associating with a toxic leader.

Here are some tips for managing toxic leadership:

• Set and enforce appropriate leadership behaviours.
• Encourage individuals to report examples of toxic leadership and develop policies and procedures for reporting it e.g. define ‘toxic leadership’ and provide examples.
• Provide training on appropriate behaviours and how to manage inappropriate behaviours.

Workplace culture affects leadership styles. Workplaces that foster an open, constructive and respectful culture are less likely to experience toxic leadership.