INKOVEMA Podcast „Well through time“

#146 – Conflict management as a management task

System-compatible support for external conflict experts – using the example of the Fraunhofer Mediator Pool

In conversation with Jörg Pulfrich

Well through time. The podcast about mediation, conflict coaching and organisational consulting.

Jörg PulfrichExecutive coach and experienced leader of executive development programmes and leadership measures.
Developed and manages the mediator pool of the Fraunhofer-Gesellschaft and thus has sound knowledge at the intersection of internal organisational management work and external conflict mediation work.

Contents:

  • Intersection of internal organisational leadership and external conflict mediation.
  • Orientationpoints for managers to manage conflicts in the team themselves or on their behalf, to mediate, etc..
  • Relevant perspectives for the question of (systematic) conflict management in organisations:
    • Organisation,
    • Manager,
    •  Employees
  • Involvement and impact of external conflict experts and mediators on the management system?
  • Side effects of external mediators?

Context: Conflict management as a management task

Conflict management plays a crucial role for managers, as it directly influences the working atmosphere, employee satisfaction and productivity.

Important aspects for managers:

  1. Maintaining a positive working environmentDealing with conflicts, tensions and conflicting interests is essential for the working atmosphere of everyone involved. For employees, the working atmosphere is regularly the most important criterion for their commitment to the organisation.
  2. Quality and productivityUnresolved conflicts can lead to a reduction in work performance. Effective conflict management helps to resolve problems so that employees can concentrate on their tasks again.
  3. Cooperation and teamworkConflicts influence teamwork, sometimes constructively, but usually destructively. As elsewhere, relationships deteriorate if the potential for conflict is not addressed consciously and constructively. Managers must support team members in overcoming their differences and working together productively.
  4. Staff turnover and employee retentionGood conflict management can help employees to feel valued and understood, ensures clarity in working relationships and definitely increases employee loyalty.
  5. Development of a learning organisationConflicts offer opportunities to learn and improve processes and relationships. Managers can use these opportunities to further develop the organisation as a whole.

The organisation's expectations of managers in the area of conflict management

  • EfficiencyQuick and effective resolution of conflicts to minimise interruptions to business processes.
  • ProfessionalismProfessional handling of conflicts while maintaining corporate values and guidelines.
  • Mediation abilityThe ability to act as a neutral mediator between parties.
  • PreventionAvoid conflicts through proactive action, for example by creating clear communication channels and responsibilities.

Employees' expectations of managers in the area of conflict management

  • FairnessImpartial but committed handling of potential conflicts that have arisen or escalated.
  • Support forHelp in articulating their concerns and needs. (Lead conflicts into communication! „Put the fish on the table“)
  • Listening/witnessingA manager who listens and tries to understand the causes of conflicts in order to make decisions based on them builds trust.
  • TransparencyOpen communication on how to deal with conflicts and decisions made.

Overall, conflict management is a core competence for managers that has a significant impact on employee well-being, team efficiency and organisational performance.

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