This is article 4 of the series on Conflict Resolution
In the realm of business, having disagreements is an everyday thing. However, tensions sometimes escalate into something ugly and affect productivity and performance. Before it does, it’s best to step in to settle the conflict. One of the most effective ways for conflict resolution is by learning the nine stages of escalation, according to Friedrich Glasl. In the previous section of this series, we discussed the first stage and concrete steps on dealing with workplace tension. For this instalment, we will cover the second stage, which is debate and polemics.
What Occurs During the Second Stage of Conflict Escalation?
Once a party or both sides lose faith in the likelihood of resolving their differences through straightforward and fair negotiations, they have crossed the threshold into the second stage of conflict escalation. Positional and manipulative arguments are used instead of rational reasoning in this situation.
Because the other party doesn’t appear to be open to rational conversation, disagreements often turn into verbal altercations. Both sides are looking for bolder ways to get their ideas across. They typically become more and more rigid in their beliefs to attain power.
Rather than focusing on a single, clearly defined issue, both sides begin to see that their positions are threatened. To put it another way, they’re increasingly concerned with their image — how strong, successful, and skilled they appear instead of submissive, timid, and inept.
The spotlight during discussions is no longer solely on which party has the better case but also on whose reputation is harmed by the arguments’ outcomes and who is most effective in advancing a side’s arguments. As a result, gaining a tactical edge over the competition becomes a top priority.
It is not uncommon for the parties to resort to quasi-rational reasoning when logical and relevant arguments are not enough to guarantee victory, such as:
- Griping about the root causes of the current issues to dodge responsibility for the current situation
- Using a high degree of exaggeration to make a point about the absurdity of the other party’s position
- Comments concerning the relationship between the key issue and related concerns, as well as connections between the problem and broader moral implications
- Referring to authoritative figures or known practices to establish the validity of one’s position
- Inflating how different the two viewpoints are to persuade the other side to agree to a “fair compromise”
These gimmicks are designed to keep the other side in a tense mental state or gain an advantage in a dispute. As a result, the focus of vocal exchanges shifts away from reason and logic and toward emotions and questions of power.
At this stage, neither party accepts statements at face value. Instead, they search for hidden meanings and implications. As a result, this creates a distrustful atmosphere in the workplace. Both sides anticipate the other to strive to gain an edge at their expense. Increasingly irritated, the opposing party begins to hunt for measures to compensate for the benefits that one party has reaped. Conversations quickly devolve into a stalemate when opposing positions clash. In stage two, the parties still have shared objectives and interests, but they tend to veer between collaboration and rivalry.
Common Signs of Conflict at This Stage
Here are some of the signs in stage two that you need to look out for:
Yelling
Working in an environment where people yell at each other is a clear symptom of conflict. Identifying and resolving the root reason for an employee’s increasing aggravation can help you avoid possible issues.
Off-handed Remarks
It is possible to tell if there is tension in the workplace by how employees talk to one other. Whenever people are frustrated, their language changes dramatically. Shady and off-handed remarks may also be exchanged amongst employees. Some of them may even be nasty or improper towards other staff members.
Changes in Behaviour
Changes in routine behaviour point to a problem. For instance, people may retreat from situations, refuse to contribute, and keep silent, despite this being contrary to their normal behaviour.
Dysfunctional Meetings
Meetings with employees that become grievance forums rather than brainstorming sessions are another obvious symptom of conflict at this level. Furthermore, you might observe that some team members take over conversations, while others appear irritated or otherwise disinterested.
De-escalation Techniques
Shouting bouts at the office can be noisy, disrespectful, and even dangerous, so defining measures and educating your staff about the risks of arguing in the workplace is crucial. If a disagreement gets out of hand, people can be injured, which could land you and the other parties involved in legal jeopardy. Here are some de-escalation techniques for debates and polemics:
Establish Company Policies
Establish workplace policies and codes of conduct that prevent any form of hostile behaviour. For example, using abusive words or screaming at coworkers can be prohibited by company policy. If an employee breaks the rules, they will be disciplined in accordance with the policy.
You can guarantee that your team is aware of the penalties of violating regulations by drafting a well-defined policy for your business. Because of this, they may be able to keep their emotions in check. A copy should be made available to all personnel, including managers.
Mediating Between the Parties Involved
If an altercation erupts in the workplace, it is important to distance the parties as soon as possible. If needed, consult with their manager or the HR department. Having a calm one-on-one conversation about the issue is the best course of action. Explain that this type of behaviour harms performance and should not be tolerated in the office.
Set Up a Formal Agreement
Take careful notes at all the sessions you participate in as a mediator. Once the parties have reached a consensus, formalise the agreement by writing it down. It’s important to make sure your wording is impartial, devoid of jargon, and easily understood by everyone involved. Check to see if both parties understand the agreement and address any aspects that they don’t grasp or are too broad and ambiguous.
The Bottomline
When tensions in the workplace aren’t resolved, this can escalate to debate and polarisation among the parties involved. In this article, we walked you through some of the steps you can take for conflict resolution at this stage.
However, the unfortunate news is that sometimes disputes don’t work out at this point. In the next instalment, we will share the third stage of conflict escalation: actions, not words.
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