Resolving Ethical Conflict in the Workplace

The Institute of Management Accountants (IMA) website entitled “Statement of Ethical Professional Conflict” contains a variety of information that would be useful for one studying communication and conflict, but for the sake of this paper I will focus on policy concerning the “Resolution of Ethical Conflict,” explaining the three courses of action that are suggested and any improvements to policy that could possibly be made.

Step One: Discussion with Supervisor

This initial step involves discussion the issue of concern with your immediate supervisor. If you immediate supervisor happens to be the boss, it may be necessary to turn to an audit committee, board of trustees, or something of the sort. It is never appropriate to talk outside of the organization unless you are fairly certain something illegal has occurred. By appropriately addressing the issue within the chain of command and avoiding gossip, slander, and dramatization of the issue, you are ensuring that you are remaining ethical and blameless throughout the process.

Step Two: Speak with Ethics Counselor

This step is necessary to obtain an outside, balanced opinion on the matter in question. This individual should be an impartial advisor, and it is important that this meeting remain confidential. The purpose of this step is to help you clarify whether an ethical issue is indeed present, and to provide you with possible approaches or solutions to deal with the problem.

Step Three: Counsel an Attorney

This is the final and most serious step. It involves contacting your own attorney to learn what your rights and obligations are under law.

Recommended Changes

This is a very good start to the organization’s ethical dilemma policy, but there are a few improvements that could be made to make it more descriptive once it reaches the individual company level. To elaborate on Step One, I would begin by listing the contact names and numbers of the supervisors in each department, or the contact information for the audit committee if it’s an issue concerning the direct supervisor. Furthermore, I would clarify situations (crimes) in which it would be proper, even necessary, to report immediately to outside authorities (such as police) including: assault, theft or robbery, rape, and other serious offenses.

To further improve Step Two, I would recommend listing the contact name and number for the Ethics Counselor or advisor that should be contacted for guidance. For most people, situations where ethical dilemmas arise are few and far between, and many employees may not even be aware that there is an Ethics Counselor, or if they are, may feel very uncomfortable approaching them because it increases the seriousness of the problem. Reiterating confidentiality is assuring.

Step Three is very short and to-the-point, considering the seriousness of the suggestion. It could be useful advice, but it is also very intimidating to have it recommended to you to obtain a lawyer, especially if the issue at hand doesn’t concern any wrongdoing on your part. This step can end up being costly, and may not be necessary if the matter can be resolved by following the first two steps. For this reason, I would insert a stipulation in this step such as, ‘It may be necessary to obtain a lawyer in the instance that the issue is not resolved after exhausting means mentioned in Steps One and Two” or something of that nature.

After examination of these three courses of action, they appear to be in the proper order, utilizing a communications perspective. In this order, they demonstrate an appropriate level of assertiveness, which is defined by Cahn (2007) as “the ability to speak up for one's interests, concerns, or rights in a way that does not interfere with the interests or infringes on the rights of others” (6.7). If one was to avoid communication with a direct supervisor, instead making a visit to the Ethics Counselor, it might interfere with the interests of the supervisor, who may end up appearing incapable of handling the issue. First impressions are crucial, and it’s important to head into a discussion involving an ethical dilemma with a spirit of reconciliation, friendliness (or at least cordiality) and a desire for a positive resolution rather than a battle cry. Finding a lawyer is a very formal declaration of disagreement, similar to declaring war, and is rightfully the very last suggestion as it does not leave a good impression or promote reconciliation.


References

Cahn, D. (2007). Managing Conflict Through Communication. (3rd Edition). Boston: Pearson Education, Inc.

Statement of Ethical Practice. IMA website. Retrieved June 21, 2010 from http://www.imanet.org/about_ethics_statement.asp

How to Confront Poor Performance

Is this what you look like when conflict arises in the workplace?

I know it’s awkward and uncomfortable, and nobody likes to do it, but poor performance must be addressed! Let’s say you are the manager of a company that provides tech support, and you have one particular employee who has been slacking, evidenced by complaints from customers as well as coworkers. This employee has also exhibited confrontational behavior, creating a hostile environment. Bottom line: He needs to shape up or ship out. What’s the best way to approach this situation? Here are some tips:

1. Pick the proper setting. Don’t address a problem in front of other employees, even if there is a public confrontation between employees. Give the employee time to cool off, and schedule a private meeting in an hour or so. Pick a room where the individual can feel relaxed, and offer a drink or refreshment if available. Don’t sit directly across from them, as this may put them “on the spot”, making them more defensive and less receptive.

2. Be specific! List the number of complaints you’ve received in the past two months. Also mention the occasions and methods in which you have attempted to address the problem in the past. Then, be specific about the job requirements. Say, “Customers rely on our company to provide great tech support, and our goal is to leave everyone customer “Extremely Satisfied” with their experience. As a result, it’s important that you are performing at your best for us to succeed. We need you to have a positive, “can-do” attitude not only towards our customers, but to your co-workers as well.”

Also, focus on the issue at hand, and not other issues that don’t affect job performance (too casual attire, annoying habits, etc.) Stick to thempany guidelines, not your personal preferences, less you lose credibility with the individual.

3. Consider the needs of the receiver. Some personalities prefer the direct approach, and some may need a more sensitive approach. In this case scenario, you could say, “You are not meeting performance expectations, and you need to get on track or we’ll have to let you go” or “I understand you are having a difficult time at home right now, but are you aware of your recent customer reviews? What can we do to change this situation so that we can keep you as a valuable asset to our team?” These are very different approaches depending on the personality of the employee, but the main concern is always addressed.

4. Evaluate their understanding. Instead of just asking, “Do you understand?” have them summarize the problem, the consequences, and what they plan on doing to change their performance. Help them brainstorm possible approaches to resolve the conflict.

5. Keep Records. After each meeting, write down the date and a summary of the conversation, including what the problem was, how it was addressed, and the employee’s response. Don’t just write negatives, but note positive contributions the employee has made in the workplace and in the discussion.

Keep these tips in mind, and pretty soon you’ll be responsible from turning your workplace environment from

THIS to THIS!

Reference

Sujansky, J. (2006). Eight Rules for Dealing with Employees who are Bringing Your Company Down. IT Today. Retrieved February 7, 2010 from http://www.ism-journal.com/ITToday/eightrules.htm.