Conflicts will occur even in professional environments, but the conflict needs to be redirected from the perception of customers. In most conflicts neither party is right or wrong; different perceptions have collided to create disagreement. By managing conflicts skillfully, you can gain cooperation, improve performance, reduce stress, solve problems quickly, enhance teamwork, foster creativity, and increase staff morale.

To manage conflict effectively you must be a skilled communicator; an environment where open communication is allowed enables employees to discuss and resolve work issues. Ask questions and focus on problems as perceived. It may be as simple as conflicts about desk position, air temperature control, public address volume, or choice of background music, if that is what you have. Here are some points to consider:

- Acknowledge that a conflict exists. Find out what's happening and be open about the problem. Inquire of both employees together to avoid appearing to favor one or the other. Communication that is clear, direct and honest is important.

- Let them express their views. Feelings of anger and hurt usually accompany conflict situations. Allow employees to express their emotions first, then move on to the problem solving. After the initial venting, let quiet discussion prevail.

- Define the problem. What is the problem, and what are the negative aspects on work and relationships? Is differing personalities the issue? Sometimes age difference feeds the conflict. Are there deeper underlying causes of conflict?

- Determine underlying needs. The goal is not to find who is right or wrong, but to reach a solution everybody can live with. Compromise is the rule, but sometimes you need to go beyond that. Look first for needs rather than solutions. Find out why each party is asking for their fix to the problem.

- Find common areas of agreement. Agree on the definition of the problem, and what the solution is, and understand the worst fears of the two parties. Some small changes can be helpful at the outset to give experience of some success.

Identify needs and find solutions to address those needs. Generate multiple alternatives, and determine which actions will be taken. Make sure both sides buy into actions. Silence does not mean agreement and to assume so is risky. Seek to obtain real agreement from both sides. A veiled warning about continuing conflict may dampen the fire before it leads to serious actions.

- Determine follow-up you will take to monitor actions. Schedule a follow-up meeting in two weeks to determine how everybody is doing.

- What if conflict remains unresolved? Unresolved conflicts can be a disruption in operations, and other avenues may need to be explored. An outside facilitator may be able to shed light on possible solutions. When conflict becomes a performance issue, it may lead to coaching sessions, performance appraisals, or disciplinary action.

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