Individual Conflict

Understanding individual conflict

Warranted Conflict

Conflict develops between individuals when they have different values, interests or goals. A difference in direction is often termed ‘warranted conflict’ where options can be debated and in which many will say simply that it isn’t conflict. However, this may be true for the naturally assertive but for the less assertive person it may represent an acutely uncomfortable scenario in which they feel unable to contribute valuable insights and perspectives for fear of developing more conflict.

Unwarranted or personally-directed conflict

Without question, the more damaging form of person-to-person conflict is what we term ‘unwarranted conflict’ in which the ‘issue’ in disagreement are the very people themselves. The precursor to this may well be warranted conflict i.e. an issue that starts off life innocently as a difference in opinion over direction. However, this can often escalate into a fully-fledged battle between individuals which becomes more and more personal as it progresses. In effect, each party is telling the other that they are wrong to be them e.g. accusing a direct, proactive person of being reckless and self-interested. In truth, this person may seem reckless to someone who’s value set expresses a significant need to be cautious and risk-averse but the position is more a reflection of the observing individuals needs than the observed persons character flaws.

Unwarranted conflict arises out of difference and in effect one person is challenging the right of another person to be themselves i.e. to hold the values, beliefs, behaviours & drivers that make that person uniquely them. In truth, the conflict arises as the two sets of unique personal attributes clash in their attempts to find a commonly acceptable approach, solution or way of working. Left unmanaged ‘different’ people find it increasingly difficult to work together and what starts out as a simple “that person’s a bit odd” turns into a series of accusatory character flaws and poor working relationships/conditions. Unwarranted conflict is relatively easily prevented and can be treated successfully with the right approach.

Unwarranted conflict leads to many unwelcome effects, including:

• Disengagement, avoidance and a loss of teamwork
• Higher sickness and absence
• Higher staff turnover
• Increased disciplinary issues
• Awful performance
• Low motivation & morale
• Clinical governance issues arising out of poor communication and a lack of collaboration
• Loss of self esteem and a withdrawal of individuals attributes to ‘going through the motions’

It is difficult to imagine a high performance team where the above is the working norm and consequently, it is absolutely vital, especially today, that this is prevented from occurring and resolved forthwith when it does. Sadly, this form of conflict is rife within the NHS, stemming largely from an almost complete lack of investment in the type of solutions known to prevent it from occurring.

Next Page - Simple Steps, Resolving Individual Conflict amp; Longer term prevention