We've all experienced conflict in the workplace. Unresolved conflict paralyzes workflow and can damage employees' positive feelings about coming to work.

A manager's first reaction may be: "Just get everybody together and get it all out in the open." But this meeting could quickly turn into a complaint session. Effective conflict-resolution skills can keep it on track and result in productive solutions.

FIND A FACILITATOR

First, the manager should remove himself or herself from the role of facilitator, if possible. The facilitator could be an outside consultant, a trainer from the internal training department or another department manager who has facilitation skills. Sometimes nearby colleges have instructors as trained facilitators. The manager should relinquish power to the facilitator and tell the group that he or she is a participant.

What's the difference between a manager and a facilitator leading a meeting? A manager tends to lecture and dictate solutions. A facilitator creates a comfortable environment for all members to participate equally. Each participant should walk away from the meeting feeling that everyone was heard and they have ownership in the solutions.

SETTING RULES

To save time, the facilitator should bring written ground rules to the meeting. The group can add or delete items from the list.

By defining the ground rules, the facilitator has a framework to guide the group's behavior. When someone goes on and on about a concern, the facilitator can tactfully interrupt and move the discussion forward.

Some common rules include:

• Everyone's input is important.
• Focus on the common department goal.
• No personal attacks or name calling are allowed.
• Avoid "you" statements, instead use "I" statements.
• Listen without interruption or the intent to reply.
• Limit discussion to maximum two minutes per concern.
• Maintain confidentiality of what is discussed.

AIRING CONCERNS

Start with the positive. Before participants air their concerns, they should first express what they feel is going well in the department or between departments. It is helpful to go around the room and ask each participant to add to the list. The facilitator will write these on a flipchart or board. If the same point is made more than once, the facilitator should add a check mark to the item so that duplicate ideas are reflected.

A good facilitator will thank participants individually after each idea is expressed. Reassuring feedback to participants will create the safe environment to express themselves.

The facilitator should then ask what employees feel is not going well in the department or between departments and write their concerns on the board. Following the ground rules for the meeting, this is the time for members to vent. Do not discuss solutions at this point.

When someone expresses a generic concern, such as: "There is just bad communication," the facilitator should ask for a specific example. In this way, the behavioral concern is identified and can be further addressed when solutions are discussed.

TOWARD SOLUTIONS

Clustering themes will appear in the concerns. Perhaps it is lack of communication, ineffective procedures or misunderstanding of priorities and roles. The group should vote on which concern to address through brainstorming.

The group may not be in control of some concerns listed. These are then "boxed up" and set aside for future handling at another meeting or by the manager.

After the group selects the concern with the greatest source of frustration, the facilitator can ask for possible solutions and list these on the board. The participant creating the solution will also take ownership for implementing it. In this way, it becomes a meeting of: "This is what I am willing to do to help the department resolve the concern." By using this process, most participants will want to be a part of the solution and not the problem.

Frequently, the solution may be too general. "Having more positive communication" has multiple meanings. What is the desired behavior? For example, one group decided that when miscommunication occurred between departments, those involved would approach the concern not in an attacking manner by saying things like: "You did this." Instead, they agreed to say, "We have a problem. When would be a good time to talk about it?"

CONCLUDING

The facilitator summarizes the positives, the major concern(s) and solutions. He or she then provides a written summary after the meeting so the group can continue to meet and check the progress. It is important to thank the participants for their time and willingness to share in the solution process.

The facilitator will then turn the meeting back to the manager to make any concluding remarks and words of appreciation to the participants. It will be the manager's responsibility to get the group back together to ensure progress is being made.

How much time does a meeting like this take? For a group of ten, it should easily be accomplished in one hour. The manager and employees can return to their jobs at hand with less tension and a more productive frame of mind.

Sue Romero is a human resources consultant and facilitator specializing in employee relations issues, manager coaching, management and team training. She has over 20 years experience coaching managers on enhancing their effectiveness. Her Web site is  www.romeroconsulting.com.