- inadequate capability: physical/physiological — mental/psychological
- lack of knowledge
- lack of skill
- stress — physical/physiological — mental/psychological
- improper motivation
- endangers the health, safety or welfare of the workers, the environment or the public;
- precipitates a higher rate for insurance coverage; and/or,
- threatens to distract the focus of the workers away from production of the job task.
|Developmental This stage of interpersonal conflict is associated with the normal stages of relationship development among workers.||Situational This stage of interpersonal conflict is associated with the more unpredictable or exceptional conflicts between workers.|
|Example: the initial acceptance of a new worker turns to distrust because of one of his work habits that annoys others. This is a normal by-product of the relationship development process. The "honeymoon" with the new worker goes away and the reality of his work limitations appears. If the expectation level for the worker was initially too high, then his disappointing work performance might cause interpersonal friction with others. He might be perceived as having an "attitude."||Example: a long overlooked promotion finally gets the best of a worker, evidenced when he "explodes," becoming uncontrollably furious at a coworker whose behavior he has tolerated for years. He becomes easily irritable over the next few days, showing rapid mood swings and less tolerance of the behaviors of others. He explodes at others for what seem like petty reasons, provoking a similar reaction from them. A sudden interpersonal workplace conflict thus develops.|
- Achieve contact with each conflicting party.
- Boil down what the presenting problems are.
- Cope with the problems by developing plans of action.
- Attending behaviors. Attitude and actions of concern must be shown. This involves good body posture, appropriate meeting place, manners, eye contact, etc.
- Listening. Excellent listening skills must be demonstrated-not verbally forcing the issue of resolution on others. Facilitators should listen to complaints without judging each party, indicating to them that an objective, neutral ear is listening. This will disarm those in conflict and influence them to sit down and work out a solution.
- What do the participants want to see happen?
- Who or what can help them?
- What else can be done to help out?
- How is the plan to be carried out?
- What evaluation is to be done to tell how the plan is doing?