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The Challenge Consulting office is on edge. As we always are at this time of year. The level of competitiveness will soon reach fever pitch. The coveted title of ‘Tipster of the Year’ is up for grabs! It is true that some members of the Challenge Team are more excited than others about the end of the NRL Season approaching. We won’t name the tipster who elatedly declared “It is nearly over!” when made aware that this weekend is the final round of the season. Naturally they were over moon to hear that the tipping continues for four more rounds of finals action – when each correct tip will earn double points!

So as I sat down to write this week’s Challenge Blog – of course I had to use a sporting analogy. I had planned to use the recent Phil Gould spray on the Sunday Roast about head high tackles being an accepted “part of the game” as the basis of my sporting metaphor. But then Friday night happened. Two of this year’s most successful NRL Teams were involved in a brawl that has since resulted in both clubs being fined $50,000 by the NRL and 11 players facing charges, just a week out from the finals.

This week the Challenge Poll asked: “Who do you think is most responsible for managing workplace conflict?”

In the case of the Storm versus Sea Eagles, there have been varying views as to responsibility: Wayne Bennett (Coach for St George Illawarra Dragons) – declared “The players have got to be accountable. We just can’t keep blaming someone else”, whilst Monday morning NRL Chief Executive David Gallop weighed in to say: “This isn’t a time for anyone to be looking for excuses or deflecting blame to others … both clubs need to face up to their responsibility for the overall behaviour of their players.” Whilst pointing out “As much as we are keen to take any lessons that can be taken I stress that anyone who blames the referee for what happened on Friday night is wrong and that they are looking to escape the real issue at hand.” Perhaps the real issue at hand is the question of how did the culture of the NRL get to the point that this year’s two most successful teams participated in such an ugly brawl?

Our recent Challenge Consulting Poll suggested that mostly the buck needs to stop with Line Managers, with 52% of respondents suggesting that Line Managers were mostly responsible for managing workplace conflict. The remainder of the votes were split pretty evenly amongst: HR, Senior Management, and Co-Workers, with a handful of voters selecting: ‘other’ and confirmed that managing Workplace Conflict is the responsibility of everyone. But what role should everyone play or how can we help Line Managers to ensure that conflict doesn’t become counterproductive?

►      “Each and every one of us is responsible. As much as line/senior managers should step in where necessary -it is up to all of us.”

►      “While Senior Management should ultimately be held accountable, HR should provide the strategic guidance and tools for management to be effective in the management of conflict.”

►      “Everybody should share this responsibility. Effective policies and procedures will empower all staff to recognise conflict appropriately, deal with it in a professional way, and limit the negative effects on the rest of the business.”

During the recent Challenge Consulting discussion forum we discussed that conflict based on tasks and ideas is not always negative if managed effectively. In fact, a lack of conflict in some teams can be a sign of dysfunction. But we do know that conflict not managed proactively or effectively can have a range of negative consequences*, and can escalate out of control, much like what we saw on Friday night. During the Discussion Forum we explored the different conflict management styles people adopt, and confirmed that some organisations through their procedures, environment, and culture may escalate counter-productive workplace conflict**. Some could say that the examples of players pushing the boundaries of acceptable behaviour over the last few weeks may have influenced the conflict we saw on Friday night. But does this deny responsibility? No.

Each one of us, regardless of level in the organisation, has responsibility for creating an environment where we can be our most productive. Senior Management needs to lead the way through their behaviour and actions. HR needs to help in developing the framework so that there are clear boundaries as to what is acceptable, what is not acceptable, and what to do when things have moved beyond what is productive. Line Managers need to develop the skills to build trust in their people through open dialogue and proactive feedback that encourages collaboration and proactive sharing of ideas. Whilst each one of us has responsibility to take the time to understand our peers and work within the frameworks that have been set out for us to manage conflict effectively. When counterproductive conflict does occur, we each have responsibility to manage it immediately, respectively and consistently.

And for those playing along at home – Carmen Mackrill, Della Einfeld and Patricia Hegarty are currently leading the Challenge Tipping Competition – who will take the coveted prize? No doubt the competitive spirit will heat up over the coming weeks, but with Senior Management leading the way, a clear framework for managing disputes, and open and transparent dialogue, our conflicts should be based on the task at hand, rather than counterproductive behaviours, because at the end of the day we have a Tipping Competition to win!

Want to know how Challenge Consulting helps Line Managers build their Conflict Management Skills – Effective Supervision Workshop or how Challenge Consulting help teams proactively manage conflict – Team Building Workshops.

How do you help manage counterproductive conflict in your team and organisation?

Disclaimer: During the discussion forum we discussed that sometimes Workplace Conflict reaches a point that may need external mediation. For more information, please refer to our article on Workplace Bullying and the references listed.