Unchecked, it quickly mutates from a business conflict to a personality issue, says Van Slyke, who conducted a seminar on the subject at the American Management Association's recent human-resources conference in Dallas. Corporate cultures that reward quick decisions on tough issues don't help. The quickest solution, which is typically found without investigating all the sides of the issue, isn't necessarily the best one for everyone involved. That's how you advance. Resolving conflict, however, takes time, reflection and collaboration.
Managers often ignore others' opinions as they get attached to their own solutions to a problem.
In such deals, he says, you have to find out what people are sensitive about, and you can do that only by listening carefully. When John Day headed the transition team that closed down pharmaceuticals maker Sterling Winthrop in New York after its parts were sold to four companies, he was frequently faced with the anger of employees who were losing their jobs. That defuses the situation. Conflicts may arise from a manager's personality or style. Outside influences may also contribute.