Strategies for Managing Workplace Conflicts 
http://hrcouncil.ca/hr-toolkit/workplaces-conflict.cfm
Workplaces that Work
Conflict at Work
Conflict exists in every organization and to a certain extent indicates a healthy exchange of ideas and creativity. However, counter-productive conflict can result in employee dissatisfaction, reduced productivity, poor service to clients, absenteeism and increased employee turnover, increased work-related stress or, worse case scenario, litigation based on claims of harassment or a hostile work environment.
In this section, we look at managing the day to day conflict that occurs in all workplaces – ways to identify and understand it and ways to manage it effectively. As an executive director or manager, it is often your role to discern when a conflict is a normal part of the work day and work relationships or whether you need to engage an external alternative and/or refer to a more formal conflict resolution policy and procedure.
For more information on an employer's legal requirements and sample policies related to conflict resolution, please refer to the Conflict Resolution section of the HR Toolkit's list of Sample Policies on Common HR Topics.
In this Section:
•Common sources of conflict
•Understanding conflict styles
•Using styles strategically
•Dealing with difficult people
What is this?
Related HR Management Standard:
Standard 4.5
The organization has a conflict resolution policy.
Common sources of conflict
Conflict is an inevitable part of human relationships. Where commitment to mission and long hours with minimal resources intersect, nonprofit workplaces can be rife with conflict interchanges. Conflict can arise from managing differing perspectives and seemingly incompatible concerns. If we can accept it as a natural part of our emotional landscape, it can be easier to work with than if we expect (or wish!) conflict to disappear and never resurface.
As a manager, it is important to be able to identify and to
Workplaces that Work
Conflict at Work
Conflict exists in every organization and to a certain extent indicates a healthy exchange of ideas and creativity. However, counter-productive conflict can result in employee dissatisfaction, reduced productivity, poor service to clients, absenteeism and increased employee turnover, increased work-related stress or, worse case scenario, litigation based on claims of harassment or a hostile work environment.
In this section, we look at managing the day to day conflict that occurs in all workplaces – ways to identify and understand it and ways to manage it effectively. As an executive director or manager, it is often your role to discern when a conflict is a normal part of the work day and work relationships or whether you need to engage an external alternative and/or refer to a more formal conflict resolution policy and procedure.
For more information on an employer's legal requirements and sample policies related to conflict resolution, please refer to the Conflict Resolution section of the HR Toolkit's list of Sample Policies on Common HR Topics.
In this Section:
•Common sources of conflict
•Understanding conflict styles
•Using styles strategically
•Dealing with difficult people
What is this?
Related HR Management Standard:
Standard 4.5
The organization has a conflict resolution policy.
Common sources of conflict
Conflict is an inevitable part of human relationships. Where commitment to mission and long hours with minimal resources intersect, nonprofit workplaces can be rife with conflict interchanges. Conflict can arise from managing differing perspectives and seemingly incompatible concerns. If we can accept it as a natural part of our emotional landscape, it can be easier to work with than if we expect (or wish!) conflict to disappear and never resurface.
As a manager, it is important to be able to identify and to