[01:13.98]Over the years, attitudes towards workers have changed considerably.
[01:20.09] After all, there was a time when workers had no rights at all, and laboured in appalling conditions.
[01:29.13] Conditions have improved a lot, but conflict in the workplace is still common.
[01:36.44] And human resources managers nowadays need to be able to deal with it when necessary.
[01:43.97]What is conflict in the workplace?
[01:47.94]Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable, from minor, harmless arguments to - at the opposite extreme - physical violence.
[02:06.07] Much of this is covered by the term bullying, by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
[02:21.84] Although all behaviour like this is a form of conflict, not all conflict can be described in these terms.
[02:31.61]As with all human behaviour, there are numerous reasons for it.
[02:37.78] But often it's caused by someone who feels the need to show their superiority over someone else, in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
[02:54.08]In some cases one person simply dislikes the other, on the basis that the personality of one is in some way incompatible with that of the other person.
[03:08.92]A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic - not that that justifies treating them badly, of course.
[03:24.12]Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
[03:34.94] These conflicts are called 'structural', and could come about, for example, when a sales team believe they are the only people in the business who do any useful work, and look down on behind-the-scenes administrators.
[03:54.27]Conflict obviously affects the individuals concerned - the situation is likely to be very stressful for victims, resulting in their absence from work, possibly for months.
[04:10.65] For the company, if no effort is made to deal with conflict, it can spiral out of control, and even lead to the breakdown of the business.
[04:27.29]Some interesting work with chief executives - CEOs - has uncovered some of the reasons why they may treat colleagues badly.
[04:38.83]Many CEOs combine two opposing characteristics: confidence - that is, the belief that they're capable of great achievements - with a high level of anxiety, a fear of missing targets, whether set by themselves or by the directors of the company.
[05:03.02] This combination can make them respond badly to anyone who questions their decisions.
[05:11.28]In a high pressure work environment, such characteristics become problematic.
[05:18.17] And it's particularly difficult to tackle the situation where colleagues, managers and board members are all trying to achieve their own visions.
[05:31.81] When they can't agree on strategic issues and on where they see the business going, there are real problems.
[05:41.11]For managers at lower levels within the organisation, it might seem that an autocratic form of management - where the chief executive gives orders and everyone else has to obey - would see more conflict than others.
[05:59.60]Interestingly, though, a company with a more democratic business model, can suffer more, when uncertainty about who to report to leads to conflicting demands.
[06:16.43]Now I'll say a little about dealing with the type of conflict that has harmful effects.
[06:24.68] Of course the ideal is to prevent it arising in the first place.
[06:30.64] A good manager, at any level, will make efforts to earn the respect of the people they work with, particularly those who report to them.
[06:42.76] That will involve politeness in all communications, and treating them as equals who happen to have a different role within the organisation.
[06:54.62]Sometimes, of course, conflict does occur, and can get out of hand.
[07:01.41] In such cases the human resources department often gets involved.
[07:07.63] However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive, then an external mediator might be able to help.
[07:22.83] By talking to both sides, and trying to find the truth of what's been happening, they can build a clear picture of the situation, and give feedback that both sides will accept, precisely because they're independent.
