By Shannon Fife

What does it mean to find peace in the workplace? Almost thirty (30) years ago Sauter, Lim, and Murphy (1996) defined a healthy workplace as any organization that “maximizes the integration of worker goals for well-being with company objectives for profitability and productivity” (p. 250). That really was quite progressive in its time. The pressure is on in our current climate and as new generations enter the work force to find a balance that works for both sides. A workplace that offers support in challenging conversations or dissention between co-workers but still encourages healthy debate just may be the key to attaining a healthy, peaceful working environment.  I think it is our human nature to discuss the negative instead of focusing on the desired outcome or behaviour hence the continual conversation about workplace “conflict”. Looking ahead of where we are currently, helps us discover the steps we need to take to find that successful destination. It may not solve the concerns immediately but it will provide some hope. I am under not disillusion that the work environment is going to become devoid of conflict once you follow the perfect peaceful steps. In fact, purposeful disagreement can stimulate growth so we don’t want to squelch the ingenuity!

One way to understand how to minimize conflict and cultivate that sometimes illusive peace is by understanding people’s styles when confronted with disagreements. There are many factors that play into peoples’ reactions from personality, previous experiences and history to name a few. At Sage, we believe that the two “stand outs” that can impact the work environment the most are:

Both reactions must be addressed because this not only impacts the workers involved, it leaves a strong impression on the observers and their belief in the culture of the organization. These are the times when managers, supervisors and/or leaders are given an opportunity to build resiliency, trust and faith in the people they are there to lead. One preferable management recourse up for consideration needs to be diffusion.  Optimally, the diffusion method must present itself as “I hear you and I’ve got you”. That does not mean everyone is going to get their way because that is not possible. More often than not, we are teaching compromise. Even in a democracy, we don’t always get our way regardless of the validity of our argument. Open, honest conversation where each person is given an opportunity to have input is a healthy approach. This must be taught no different than any other job expectation, competency, company policy or procedure. The teaching must begin with your leaders to create a culture of healthy dialogue followed with your managers, supervisors and team leads. Give your key people the skills and confidence to handle these potentially disruptive situations then a positive outcome becomes attainable.

Peace in the workplace can be defined as freedom from dispute or dissention between coworkers, groups, cohorts or all of the above. The World Health Organization agrees with this notion by acknowledging the importance of psychologically safe work practices equivalent to any other health concern. Conflict is one of the most prevalent concerns impacting people’s work place happiness. When an organization or company values a healthy workplace not only the company objectives for profitability and productivity become possible, employees’ wellbeing is met and workplace peace becomes inevitable. The small investment to train your managers and supervisors in how to attain a peaceful work environment that stimulates conversation and growth amongst their staff will be returned in far greater dividends.