Conflict internal to an organization is sometimes visible and sometimes covert. Conflict between two individuals readily becomes apparent to others. Even those not directly involved are affected. Noncombatants may be prevented from working with one or both of the conflicting parties. Innocent bystanders may find their quality of life diminished by the atmosphere of antagonism. Conflict between workers and managers, though, may be less apparent, as individuals with relatively little power develop covert responses to perceived wrongs (Greenwald, 2008).
Accept conflict as a natural growth process and influence your company culture to view constructive conflict positively. Conflict can be an asset to your small business if it is handled properly. It can help your organization to learn from its mistakes and identify areas of needed improvement. Innovation can be inspired from creative solutions to internal or external conflicts, and new ways of thinking can emerge (Greenwald, 2008).
Create a formal grievance procedure for all employees. Let employees at all levels of your organization know that their voices will always be heard, and respond promptly and reasonably to employees' issues. This can prevent bad feelings from festering and growing into resentment and bitterness. Conflict is best handled quickly and openly. If your company culture is sufficiently friendly toward constructive conflict, your staff should see the value of letting their complaints, ideas and issues be heard (Greenwald, 2008).
Reference:
Greenwald, H. P. (2008). Organizations: Management without control. Sage Publications.