CHAPTER 1

ROOT CAUSES

When it comes to figuring out how best to deal with conflict, a good place to start is understanding the underlying issues and events that drive it. In fact, doing so may help us prevent problem situations from arising in the first place, rendering contentious conversations unnecessary. As you read over the following list of common causes of conflict in the workplace, think about how these situations were handled in your own experience and how they might have been dealt with differently:

   Perception of inequality in workload distribution; employees not pulling their weight and having their tasks consequently pushed onto other team members

   Perception of unfair or unequal pay; discord created by employees who perceive they are doing the same work as colleagues with equivalent credentials but for less pay

   Unfulfilled expectations: perceived broken promises, such as being led to expect a promotion or raise with no follow-through

   Poor communication: ambiguous, inaccurate, delayed, or a total lack of communication

   Ambiguous or unclear directions, instructions, or expectations

   Misaligned goals: for example, when the objectives of one department run counter to those of another, or when there is competition for resources

   Lack of clarity in job responsibilities: it is unclear who is responsible for what

   Decisions affecting individuals’ work being made without their input

   When one’s decisions, judgment, or character is questioned

   Public criticism; colleagues embarrassing one another

   Assigning blame, finger-pointing

   Constant negative or critical feedback

   Gossip; talking behind colleagues’ backs

   Unfair treatment or work practices; showing favoritism, such as allowing certain employees greater flexibility in their work schedule than others

   Lack of recognition: when one does not receive due credit

   Poor performance: an employee being put on a performance improvement plan, formally reprimanded, or terminated

   Lack of accountability: an employee who has not been held accountable for poor performance

While not an exhaustive list, you can certainly see how common the causes of conflict are in the workplace—they occur every day! Just imagine how much time and energy are wasted worrying and gossiping about such issues. Imagine having the skills and confidence to address these situations and more.

SUMMARY

While the issues that elicit upset are varied, there is a common thread throughout: when people feel their “survival” in the workplace is threatened, they often become triggered. These root causes make people less able to do their jobs effectively, put them at a competitive disadvantage to coworkers, or in some way make them look bad. Any of these factors could limit the perceived value that employees bring to their organization, thus making them feel less relevant and expendable. They make people feel insecure.

UP NEXT

This book would not be necessary if people regularly addressed emotionally charged conversations in a straightforward manner. So why are most of us so resistant to doing so? In the next chapter we will review the many reasons that people choose to avoid difficult conversations.

ON YOUR PLAYING FIELD

1.   Refer to the list of root causes and identify a few that have led you to experience workplace conflict.

2.   Can you think of additional reasons that cause people to become upset?

3.   Which issues do you think are the most difficult to address and why?

4.   Are there any current conflicts you are refraining from addressing? (Throughout the book, you will want to return to this list and apply your learnings to resolve these situations.)