Organizational culture icon Problem solving and conflict management

Involves supporting and requiring consistent, respectful and effective discussion and resolution of issues when they arise.

“We cannot solve our problems with the same level of thinking that created them.” – Albert Einstein

Overview

What is problem solving and conflict management?

Problem solving and conflict management involves supporting and requiring consistent, respectful and effective discussion and resolution of issues when they arise. Those who fail to do so are held accountable as needed.

Why is problem solving and conflict management important?

There are many benefits to having people leaders effectively trained in problem solving and conflict management:

  • Helps ensure perceptions of fairness are sustained.
  • Keeps team morale high.
  • Enhances the likelihood that conflict becomes productive.
  • Workers are consistently held accountable for their actions.
  • Challenges can be addressed and resolved effectively.
  • Risk of more serious workplace issues is reduced.
  • The need for stress-related absences is reduced.

FAQs

  • Be a role model by showing esteem, care and consideration for others, as well as recognizing the dignity and inherent value of each individual in the workplace.
  • Maintain a workplace culture where disrespectful or uncivil behaviour is immediately addressed, for individuals at all levels in the organization.
  • Manage conflict in an effective and timely fashion, and ensure follow-up with all parties involved.
  • Provide training and resources on civil and respectful workplace behaviour (e.g. interpersonal conflict resolution, anger management).

  • Regularly express to your team that their feedback is welcome, valued and appreciated.
  • Thank workers who speak up. This will encourage others to contribute, as well as make them feel safe to do so.
  • When you do not move forward with a suggested solution, provide the rationale behind the why.
  • Allow alternative methods for a worker to contribute their suggestions in a less public manner (e.g. via email).
  • Give credit and recognition when a worker’s suggestions and ideas are considered or implemented.

  • During orientation, and as part of regular one-to-ones between people leaders and direct reports, let it be known that continual improvement to the work environment, technology, equipment, processes or their own skills and abilities should be expected.
  • When changes are impending or implemented, recognize and celebrate the good work that was done under previous systems. Indicate the rationale and intended positive outcomes from changes. This can help workers feel more open and welcoming of change.
  • Help workers have a clear picture of what the workplace will look like when the change is complete, to increase understanding and acceptance, as well as decrease the apprehension that comes from uncertainty.
  • Share as many details as possible about the intended timelines and steps of the change, and state known challenges and concerns before workers do, to show how you understand their reality.

Action

Next steps: Committing to enhancing problem solving and conflict management as a leader

We invite you to complete the Psychologically Safe Leader Assessment (PSLA) to learn more about your current leadership skills with respect to problem solving and conflict management. By completing this confidential self-assessment, you can identify key areas in which you can improve your psychologically safe leadership skills.

  • Asking your team what they feel and need with respect to civility and respect in the workplace.
  • Helping raise awareness of the impacts of disrespectful or uncivil worker behaviour.
  • Being clear about what behaviours and actions people will be held accountable for, and what the consequences will be.
  • Identifying organizational and personal barriers to taking action when conflict or problems arise.
  • Eliciting feedback from workers about the areas they perceive problems or challenges in, and suggestions they have for solutions.
  • Providing worker flexibility around scheduling and task prioritization, as appropriate/reasonable.
  • Helping workers manage the emotional impacts when changes are impending or occurring.
  • Providing tips to others about how to engage in effective discussions with coworkers, and with customers and clients.
  • Practicing non-judgmental interpretations of others’ behaviour, and considering the impact that personal or other stressors may be having on one’s behaviour.
  • Including regular review of workload demands in one-to-ones with direct reports.
  • Asking each of your direct reports the question, “how can I help you with prioritizing tasks and responsibilities?”
  • Learning how to discuss difficult topics effectively, and leaning on trusted colleagues for input and advice as needed.
  • Monitoring your communication style and striving to continually improve and enhance approaches.
  • Ensuring workers receive support around growing and developing the interpersonal and emotional skills required for their position.
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The National Standard of Canada for Psychological Health and Safety in the Workplace – CAN/CSA-Z1003-13/BNQ 9700-803/2013. Retrieved from: https://www.csagroup.org/article/cancsa-z1003-13-bnq-9700-803-2013-r2018/. See also Psychologically Safe Leader (Samra et al.): Retrieved from https://www.psychologicallysafeleader.com/.