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Is it my job as manager to resolve a conflict between two of my direct reports?
The Next CEO of Stack OverflowProject Manager asks for complete 100% confidence everytime committing codeHow do I help my manager operate in a structured manner?Conflict between team membersHow to communicate that the root cause of a problem is a manager's leadership style?How to respond to your boss's email about a coworker's accusation?Manager timing work-related conversations with a timerHow to improve communication between manager and employee to improve productivity?How can I get a socially awkward team, which lacks good interpersonal skills, communicating more effectively?How much should I tell my boss about how his staff feel?How to stimulate colleagues working together across multiple floors
If as a manager you had a situation of conflict/friction between some team members, setting aside their responsibility to collaborate in improving the situation, do you also look deep into the root cause, hearing each person story and asking other members as well to really understand what's going on?
Or as long as the team members find a way to work around the friction that's adequate?
management work-environment manager teamwork collaboration
asked Mar 20 at 22:16
JimJim
1485
add a comment |
If as a manager you had a situation of conflict/friction between some team members, setting aside their responsibility to collaborate in improving the situation, do you also look deep into the root cause, hearing each person story and asking other members as well to really understand what's going on?
Or as long as the team members find a way to work around the friction that's adequate?
management work-environment manager teamwork collaboration
asked Mar 20 at 22:16
JimJim
1485
How big is the company? Is there a HR team?
– Gregory Currie
Mar 21 at 4:01
1
It strikes me that the edit has significantly narrowed the scope of the original question. Where did the idea that the conflict was "interpersonal" in nature come from? All we know is there was "friction."
– dwizum
Mar 22 at 12:32
@dwizum: You are right. There is no indication of "interpersonal" at this point. I am removing that term
– Jim
2 mins ago
add a comment |
If as a manager you had a situation of conflict/friction between some team members, setting aside their responsibility to collaborate in improving the situation, do you also look deep into the root cause, hearing each person story and asking other members as well to really understand what's going on?
Or as long as the team members find a way to work around the friction that's adequate?
management work-environment manager teamwork collaboration
asked Mar 20 at 22:16
JimJim
1485
If as a manager you had a situation of conflict/friction between some team members, setting aside their responsibility to collaborate in improving the situation, do you also look deep into the root cause, hearing each person story and asking other members as well to really understand what's going on?
Or as long as the team members find a way to work around the friction that's adequate?
management work-environment manager teamwork collaboration
management work-environment manager teamwork collaboration
asked Mar 20 at 22:16
JimJim
1485
asked Mar 20 at 22:16
JimJim
1485
edited 2 mins ago
Jim
asked Mar 20 at 22:16
JimJim
1485
asked Mar 20 at 22:16
JimJim
1485
asked Mar 20 at 22:16
JimJim
1485
1485
How big is the company? Is there a HR team?
– Gregory Currie
Mar 21 at 4:01
1
It strikes me that the edit has significantly narrowed the scope of the original question. Where did the idea that the conflict was "interpersonal" in nature come from? All we know is there was "friction."
– dwizum
Mar 22 at 12:32
@dwizum: You are right. There is no indication of "interpersonal" at this point. I am removing that term
– Jim
2 mins ago
add a comment |
How big is the company? Is there a HR team?
– Gregory Currie
Mar 21 at 4:01
1
It strikes me that the edit has significantly narrowed the scope of the original question. Where did the idea that the conflict was "interpersonal" in nature come from? All we know is there was "friction."
– dwizum
Mar 22 at 12:32
@dwizum: You are right. There is no indication of "interpersonal" at this point. I am removing that term
– Jim
2 mins ago
How big is the company? Is there a HR team?
– Gregory Currie
Mar 21 at 4:01
How big is the company? Is there a HR team?
– Gregory Currie
Mar 21 at 4:01
1
1
It strikes me that the edit has significantly narrowed the scope of the original question. Where did the idea that the conflict was "interpersonal" in nature come from? All we know is there was "friction."
– dwizum
Mar 22 at 12:32
It strikes me that the edit has significantly narrowed the scope of the original question. Where did the idea that the conflict was "interpersonal" in nature come from? All we know is there was "friction."
– dwizum
Mar 22 at 12:32
@dwizum: You are right. There is no indication of "interpersonal" at this point. I am removing that term
– Jim
2 mins ago
@dwizum: You are right. There is no indication of "interpersonal" at this point. I am removing that term
– Jim
2 mins ago
add a comment |
3 Answers
3
active
oldest
votes
As a manager, you are essentially responsible for your employee's performance - or, at least, keeping them positioned to perform well (the actual performance is up to the employee).
When there is conflict that is severe enough that it's affecting performance, that becomes part of your responsibility, the same as any other issue impacting performance - poor equipment, unrealistic deadlines, unclear requirements, etc.
That said, there is a fine line between taking responsibility for the conflict yourself, versus coaching employees such that they're able to fix the conflict or perform despite the conflict. In some cases, conflict will be up to you to resolve, or at least mediate: employee A wants to use tool X, but employee B wants to use tool Y. It's appropriate for you, as a manager, to help resolve situations like that, and ultimately have the final vote in which tool is used. The issue may present as a "personality conflict" where two team members are simply not getting along, the fact that it's due to tool selection may not be apparent unless you spend some time understanding context.
In other cases, there may be conflicts that are best handled by an EAP, HR, or other entity - personal, non-work related problems, prejudice, etc. The important thing though is that you won't know unless you do at least some level of investigation: in other words, you shouldn't necessarily assume that you need to investigate every issue to it's very root cause, but it's equally as poor an approach to not investigate any issues and assume that speaking sternly at employees will lead to them resolving things on their own without any outside help.
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
add a comment |
Absolutely not, if an issue like this becomes more than petty and work priorities are being threatened, I sternly warn both individually, trying as much as I can to stay out of the details. This usually fixes the problem as they know my next step will be to HR, and when HR gets a hold of something like this, it usually doesn't go well for either of them.
answered Mar 21 at 1:49
JayJay
5,14751235
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
add a comment |
I treat my people like adults and let them settle things. I honestly don't care about causes, actions are what matters. Besides, You never get the real truth
Now, if actions are out of line, it's time to step in, other than that, no.
We're not psychotherapists and we're not trained to be, and thus unqualified to even attempt to get into "root causes", if there even is such a thing. Personally I think it's just a fancy way of saying "excuses".
Either people behave themselves or they don't. If you can't get along with your coworkers, you don't belong at that job. A manager is not a father-confessor, a psychotherapist, a high school principal, or a cop. It's not a manager's job to try to plumb the depths of why johnny is insecure and how it goes all the way back to an incident with his puppy back in fifth grade.
Now, if a person is having obvious problems, I would direct them to get help, but it's way above my paygrade to try to do it myself.
answered Mar 21 at 13:32
Richard URichard U
101k73274407
add a comment |
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3 Answers
3
active
oldest
votes
3 Answers
3
active
oldest
votes
active
oldest
votes
active
oldest
votes
As a manager, you are essentially responsible for your employee's performance - or, at least, keeping them positioned to perform well (the actual performance is up to the employee).
When there is conflict that is severe enough that it's affecting performance, that becomes part of your responsibility, the same as any other issue impacting performance - poor equipment, unrealistic deadlines, unclear requirements, etc.
That said, there is a fine line between taking responsibility for the conflict yourself, versus coaching employees such that they're able to fix the conflict or perform despite the conflict. In some cases, conflict will be up to you to resolve, or at least mediate: employee A wants to use tool X, but employee B wants to use tool Y. It's appropriate for you, as a manager, to help resolve situations like that, and ultimately have the final vote in which tool is used. The issue may present as a "personality conflict" where two team members are simply not getting along, the fact that it's due to tool selection may not be apparent unless you spend some time understanding context.
In other cases, there may be conflicts that are best handled by an EAP, HR, or other entity - personal, non-work related problems, prejudice, etc. The important thing though is that you won't know unless you do at least some level of investigation: in other words, you shouldn't necessarily assume that you need to investigate every issue to it's very root cause, but it's equally as poor an approach to not investigate any issues and assume that speaking sternly at employees will lead to them resolving things on their own without any outside help.
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
add a comment |
As a manager, you are essentially responsible for your employee's performance - or, at least, keeping them positioned to perform well (the actual performance is up to the employee).
When there is conflict that is severe enough that it's affecting performance, that becomes part of your responsibility, the same as any other issue impacting performance - poor equipment, unrealistic deadlines, unclear requirements, etc.
That said, there is a fine line between taking responsibility for the conflict yourself, versus coaching employees such that they're able to fix the conflict or perform despite the conflict. In some cases, conflict will be up to you to resolve, or at least mediate: employee A wants to use tool X, but employee B wants to use tool Y. It's appropriate for you, as a manager, to help resolve situations like that, and ultimately have the final vote in which tool is used. The issue may present as a "personality conflict" where two team members are simply not getting along, the fact that it's due to tool selection may not be apparent unless you spend some time understanding context.
In other cases, there may be conflicts that are best handled by an EAP, HR, or other entity - personal, non-work related problems, prejudice, etc. The important thing though is that you won't know unless you do at least some level of investigation: in other words, you shouldn't necessarily assume that you need to investigate every issue to it's very root cause, but it's equally as poor an approach to not investigate any issues and assume that speaking sternly at employees will lead to them resolving things on their own without any outside help.
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
add a comment |
As a manager, you are essentially responsible for your employee's performance - or, at least, keeping them positioned to perform well (the actual performance is up to the employee).
When there is conflict that is severe enough that it's affecting performance, that becomes part of your responsibility, the same as any other issue impacting performance - poor equipment, unrealistic deadlines, unclear requirements, etc.
That said, there is a fine line between taking responsibility for the conflict yourself, versus coaching employees such that they're able to fix the conflict or perform despite the conflict. In some cases, conflict will be up to you to resolve, or at least mediate: employee A wants to use tool X, but employee B wants to use tool Y. It's appropriate for you, as a manager, to help resolve situations like that, and ultimately have the final vote in which tool is used. The issue may present as a "personality conflict" where two team members are simply not getting along, the fact that it's due to tool selection may not be apparent unless you spend some time understanding context.
In other cases, there may be conflicts that are best handled by an EAP, HR, or other entity - personal, non-work related problems, prejudice, etc. The important thing though is that you won't know unless you do at least some level of investigation: in other words, you shouldn't necessarily assume that you need to investigate every issue to it's very root cause, but it's equally as poor an approach to not investigate any issues and assume that speaking sternly at employees will lead to them resolving things on their own without any outside help.
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
As a manager, you are essentially responsible for your employee's performance - or, at least, keeping them positioned to perform well (the actual performance is up to the employee).
When there is conflict that is severe enough that it's affecting performance, that becomes part of your responsibility, the same as any other issue impacting performance - poor equipment, unrealistic deadlines, unclear requirements, etc.
That said, there is a fine line between taking responsibility for the conflict yourself, versus coaching employees such that they're able to fix the conflict or perform despite the conflict. In some cases, conflict will be up to you to resolve, or at least mediate: employee A wants to use tool X, but employee B wants to use tool Y. It's appropriate for you, as a manager, to help resolve situations like that, and ultimately have the final vote in which tool is used. The issue may present as a "personality conflict" where two team members are simply not getting along, the fact that it's due to tool selection may not be apparent unless you spend some time understanding context.
In other cases, there may be conflicts that are best handled by an EAP, HR, or other entity - personal, non-work related problems, prejudice, etc. The important thing though is that you won't know unless you do at least some level of investigation: in other words, you shouldn't necessarily assume that you need to investigate every issue to it's very root cause, but it's equally as poor an approach to not investigate any issues and assume that speaking sternly at employees will lead to them resolving things on their own without any outside help.
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
answered Mar 21 at 13:14
dwizumdwizum
18.4k93558
18.4k93558
add a comment |
add a comment |
Absolutely not, if an issue like this becomes more than petty and work priorities are being threatened, I sternly warn both individually, trying as much as I can to stay out of the details. This usually fixes the problem as they know my next step will be to HR, and when HR gets a hold of something like this, it usually doesn't go well for either of them.
answered Mar 21 at 1:49
JayJay
5,14751235
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
add a comment |
Absolutely not, if an issue like this becomes more than petty and work priorities are being threatened, I sternly warn both individually, trying as much as I can to stay out of the details. This usually fixes the problem as they know my next step will be to HR, and when HR gets a hold of something like this, it usually doesn't go well for either of them.
answered Mar 21 at 1:49
JayJay
5,14751235
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
add a comment |
Absolutely not, if an issue like this becomes more than petty and work priorities are being threatened, I sternly warn both individually, trying as much as I can to stay out of the details. This usually fixes the problem as they know my next step will be to HR, and when HR gets a hold of something like this, it usually doesn't go well for either of them.
answered Mar 21 at 1:49
JayJay
5,14751235
Absolutely not, if an issue like this becomes more than petty and work priorities are being threatened, I sternly warn both individually, trying as much as I can to stay out of the details. This usually fixes the problem as they know my next step will be to HR, and when HR gets a hold of something like this, it usually doesn't go well for either of them.
answered Mar 21 at 1:49
JayJay
5,14751235
answered Mar 21 at 1:49
JayJay
5,14751235
answered Mar 21 at 1:49
JayJay
5,14751235
answered Mar 21 at 1:49
JayJay
5,14751235
5,14751235
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
add a comment |
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
Spoken like a true leader.
– solarflare
Mar 21 at 2:23
add a comment |
I treat my people like adults and let them settle things. I honestly don't care about causes, actions are what matters. Besides, You never get the real truth
Now, if actions are out of line, it's time to step in, other than that, no.
We're not psychotherapists and we're not trained to be, and thus unqualified to even attempt to get into "root causes", if there even is such a thing. Personally I think it's just a fancy way of saying "excuses".
Either people behave themselves or they don't. If you can't get along with your coworkers, you don't belong at that job. A manager is not a father-confessor, a psychotherapist, a high school principal, or a cop. It's not a manager's job to try to plumb the depths of why johnny is insecure and how it goes all the way back to an incident with his puppy back in fifth grade.
Now, if a person is having obvious problems, I would direct them to get help, but it's way above my paygrade to try to do it myself.
answered Mar 21 at 13:32
Richard URichard U
101k73274407
add a comment |
I treat my people like adults and let them settle things. I honestly don't care about causes, actions are what matters. Besides, You never get the real truth
Now, if actions are out of line, it's time to step in, other than that, no.
We're not psychotherapists and we're not trained to be, and thus unqualified to even attempt to get into "root causes", if there even is such a thing. Personally I think it's just a fancy way of saying "excuses".
Either people behave themselves or they don't. If you can't get along with your coworkers, you don't belong at that job. A manager is not a father-confessor, a psychotherapist, a high school principal, or a cop. It's not a manager's job to try to plumb the depths of why johnny is insecure and how it goes all the way back to an incident with his puppy back in fifth grade.
Now, if a person is having obvious problems, I would direct them to get help, but it's way above my paygrade to try to do it myself.
answered Mar 21 at 13:32
Richard URichard U
101k73274407
add a comment |
I treat my people like adults and let them settle things. I honestly don't care about causes, actions are what matters. Besides, You never get the real truth
Now, if actions are out of line, it's time to step in, other than that, no.
We're not psychotherapists and we're not trained to be, and thus unqualified to even attempt to get into "root causes", if there even is such a thing. Personally I think it's just a fancy way of saying "excuses".
Either people behave themselves or they don't. If you can't get along with your coworkers, you don't belong at that job. A manager is not a father-confessor, a psychotherapist, a high school principal, or a cop. It's not a manager's job to try to plumb the depths of why johnny is insecure and how it goes all the way back to an incident with his puppy back in fifth grade.
Now, if a person is having obvious problems, I would direct them to get help, but it's way above my paygrade to try to do it myself.
answered Mar 21 at 13:32
Richard URichard U
101k73274407
I treat my people like adults and let them settle things. I honestly don't care about causes, actions are what matters. Besides, You never get the real truth
Now, if actions are out of line, it's time to step in, other than that, no.
We're not psychotherapists and we're not trained to be, and thus unqualified to even attempt to get into "root causes", if there even is such a thing. Personally I think it's just a fancy way of saying "excuses".
Either people behave themselves or they don't. If you can't get along with your coworkers, you don't belong at that job. A manager is not a father-confessor, a psychotherapist, a high school principal, or a cop. It's not a manager's job to try to plumb the depths of why johnny is insecure and how it goes all the way back to an incident with his puppy back in fifth grade.
Now, if a person is having obvious problems, I would direct them to get help, but it's way above my paygrade to try to do it myself.
answered Mar 21 at 13:32
Richard URichard U
101k73274407
answered Mar 21 at 13:32
Richard URichard U
101k73274407
answered Mar 21 at 13:32
Richard URichard U
101k73274407
answered Mar 21 at 13:32
Richard URichard U
101k73274407
101k73274407
add a comment |
add a comment |
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How big is the company? Is there a HR team?
– Gregory Currie
Mar 21 at 4:01
1
It strikes me that the edit has significantly narrowed the scope of the original question. Where did the idea that the conflict was "interpersonal" in nature come from? All we know is there was "friction."
– dwizum
Mar 22 at 12:32
@dwizum: You are right. There is no indication of "interpersonal" at this point. I am removing that term
– Jim
2 mins ago