Managing conflict in a way that treats people with dignity and respect is a continuous theme throughout The Mandt System®. The U.S. Department of Labor reported in 1996, that by simply providing conflict awareness training to managers reduces costly attrition (employee turnover) by one-third in their respective organizations. By helping people to more effectively respond to conflict in the early stages of a conflict, the damage done by prolonged conflict to workplace relationships can be minimized if not prevented.
Conflict is a part of every healthy relationship. We use the term “conflict management” to reflect our belief that while individual conflicts can be resolved, managing how we respond to conflict situations on a daily basis will be a key indicator of our commitment to dignity and respect.
The Mandt System® has three chapters in the section called Building Healthy Relationships. The third chapter, Building Healthy Conflict Management Skills, is the key to improving the ability of any organization to increase their effectiveness, efficiency, and excellence. In an article published in Harvard Business Review in 1980 by John J. Gabarro and John P. Kotter, they described management as “a relationship of mutual dependence between two fallible human beings.”
In human services, staff are often in positions where they “manage” the people they serve. The staff are themselves managed by others, and the table of organization reflects all these relationships. Because we are fallible human beings, we will make mistakes, and will need to engage in healthy conflict to manage our relationship so it can improve.
Chapter 3 of The Mandt System® provides an overview of this topic, and gives specific examples and methods that can be used with all people, including individuals served. Mandt Leadership Programs provides much more in-depth information on this topic and has helped many organizations in the US and Canada to improve the quality of work and quality of life of all individuals.