Operating procedures are about to be changed to meet a new production schedule. Senior members of your staff favor one solution, the younger ones defend an alternate option. Either one could work.
Each faction is jockeying for power, each wants your support and you are caught in the middle of office politics.
As manager, you want to resolve the situation without offending or alienating either group. “Uppermost is not being seduced by the politics of one group over another,” says Dr. Bill Knaus, a management consultant from Longmeadow, MA.
When politics get in the way, it’s time to cautiously step in. “You don’t want your boss to think that your division is riddled with divisive disputes,” he adds. “Your credibility is on the line if you can’t right the situation.”
Easing tensions between warring factions is not as easy as it sounds. “A bad move on the manager’s part could create irreparable barriers, decrease productivity, as well as dampen morale,” says Knaus. “The situation must be carefully managed so that you’re not taking sides.” Your goal is to keep everyone focused on solving a problem and not be sidetracked by personal or political issues.
Sensitive handling involves:
- Recognizing different factions. Managers must recognize and respect group differences so they remain objective and are not sidetracked by petty conflicts. “It’s only natural that there will be differences of opinion among people with contrasting temperaments, abilities, responsibilities and work styles,” says Knaus. “But you can’t let these differences be a disruptive force.”
- Being sensitive to people’s needs. “It’s also important to understand that people are motivated by different things (money, recognition, power),” Knaus explains. Once you recognize these needs, you’ll be better equipped to respond to different factions.
- Encouraging the factions to sit down and discuss differences. Set a time limit so that disagreements are resolved speedily. “The manager’s job is not to prove anyone right or wrong, but rather to establish a common ground or seek an alternative that best meets the needs of the organization and both groups,” says Knaus.
Observation: If an issue is unusually sensitive or complicated, Knaus suggests turning it over to an informed, impartial third party who can act as mediator. This can often be an expedient solution that will leave you in the clear and ensure objectivity.
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