Maricopa Community Colleges

Maricopa Steward

Guest Contributor

The Value of Conflict

Stephen Zipperer, Professional Staff Association President 2008-2009

“The easiest, the most tempting, and the least creative response to conflict within an organization is to pretend it does not exist.” (Lyle E. Schaller)

“All polishing is done with friction.” (Mary Parker Follet, ADR Pioneer)

Butting Heads

Holding on to resentments, being mad at a co-worker, avoiding people or finding fault with everyone and everything will not bring more happiness into your life. Unlike a fine wine, conflict does not get better with age. Left unchecked, it will continue to fester and create disharmony throughout the entire team, department, group and organization – potentially spreading outside the organization into the broader community. The high cost of unresolved conflict includes lost time, low morale, employee turnover, litigation, bad publicity, higher health care costs, inefficiency and, potentially, violence. If we take our role as public stewards seriously we must be accountable and responsible for our actions, minimize destructive conflict and develop alternative means for the organization to recognize and resolve the inevitable clashes caused by change, stress, worry, anger and fear. The more we are able to recognize the cause of a situation, the better we can channel the energy into a constructive, creative and more positive solution.

Conflict may arise from many sources. During times of organizational change and transition, especially during a crisis, conflict may be a natural consequence. In fact, conflict may be the foundation underlying the process of change – being a catalyst for improvement, accountability and improved communication. Different philosophies and beliefs among leaders of an organization will create a shift in priorities. The implementation of change will create conflict if people care about what they do. However, poor management of these changes will exacerbate the disharmony and distrust. When people care enough to disagree, it is in the best interest of the organization to provide creative outlets for the conflict that will happen.

Each one of us has a responsibility to recognize the role we play in creating conflict and acknowledging our part in finding a solution. In today’s workplace, we, as valued employees, are encouraged and expected to work collaboratively. We all have an obligation to communicate openly and honestly with each other. There will be times when conflict arises due to differing goals, divergent expectations, leadership and personality styles, issues of control or simply “stuff” not related to our jobs. We need to keep in mind that each one of us has input that should be valued, heard and considered. By being open, direct and respectful to each other, we open ourselves to learning.

We simply cannot afford to avoid confrontation and pretend conflict does not exist. Our own personal development and growth, and the improvement and survival of our organization depend on creative solutions and mutual effort. Unresolved conflict costs time, money, productivity and energy. Valuable time and resources are wasted by individuals, teams, departments, administrators and elected officials when caught up in negative reactions to conflict without a commitment to work toward solutions. Antagonism and controversy distract us from our real purpose and task and affects all those who get drawn into the swirling storm of controversy and commotion. Additional time is wasted by the organization if training programs are not available for all staff to develop insight and tools for recognizing, valuing and constructively resolving differences of opinion. Stress related illnesses, absenteeism, depression and substance abuse resulting from unresolved conflict are other potential and likely by-products. As conflict spreads to all levels of the organization or even outside the organization, relationships are damaged and efficiency is reduced.

We will all benefit and learn the most if we are able to honestly analyze the situation and recognize our own part in conflicts. Did we drop the ball somewhere? What could we have done differently? Are we contributing to the solution or the problem? Working with others who are successful in managing conflict may be a humbling and necessary experience for our growth and development. Our willingness to take personal action and accept responsibility for our own actions will serve as a fine example to others with whom we interact. Accountability is the best way to model an inclusive environment. These efforts will have enormous benefits by improving our communication, building relationships and networks and allowing us to experience new ways of thinking and behaving. It also encourages us to recognize different opinions and the limitations of our own perspectives. A little effort and a give-and-take attitude will result in true and lasting satisfaction – and create a happier work environment for all.

By recognizing the positive aspects of conflict, we can transform potential problems into learning opportunities. We are surrounded by peers, potential mentors, coaches and experts that can offer guidance and experience in dealing with conflicts constructively. We do not have to do it alone. There may be times when we simply need to get out of the way and let others do their job. We must also realize that there is no way to “win” a conflict at work. It may feel good for a while to get what you want at someone else’s expense, but you soon realize that the underlying issue is not resolved.

There are many avenues and options available to assist us in resolving conflict and raising concerns within MCCCD. Multiple options give people the power to choose the right course of action for them. The Office of Public Stewardship provides ombuds services to employees for issues not covered by their policy manual or other policies, procedures and regulations. The Employee Concernline is another option. Experts are available to assist from Employee Relations. Policy manuals include procedures to address conflict at the earliest stage possible, preferably in an informal meeting and discussion.

We are fortunate to have many training and learning opportunities available to empower us to face conflict and attempt to resolve matters on our own when appropriate. Diversity and inclusion efforts such as MOSAIC, Safe Space, and numerous other workshops on recognizing our biases, beliefs and communication styles enable us to assume responsibility for making decisions and solving problems. Being able to listen to and consider different ideas will increase our alternatives and potential solutions to conflict and keep us moving forward constructively. Commitment to difficult decisions and the goals of “One Maricopa” will increase from participation and ownership of all employees. This is the Maricopa Way!