Conflict Management and Resolution in Library Systems
Conflict Management and Resolution in Library Systems
This essay looks at the latest research on CM and extrapolates their major themes.
New commers to IGreviews should know I am in a Master of Library and Information Science program. For one of my classes I had to research a topic of my choosing. I choose conflict management because I had firsthand experience with a manger who allowed interpersonal conflicts to fester and metastasize like a cancer. Once the topic was well researched, I next had to write a memo to a hypothetical director of a hypothetical library. Here is that assingment.
Memo to the Director of the Library
This memo is to address the growing concern of conflict management within our library system. Tshabalala & Khoza (2021) write that, “Whenever teams obtain together to work towards a common goal, the lingering of an inherent conflict risk is always a possibility” (p. 1). In other words, avoiding conflict is not an option. That being the case, the library needs to formulate concrete solutions to resolve conflicts between team members and implement those solutions through policy and organizational strategies.
To that end, I have researched five scholarly articles on the subject of conflict management. While not all the articles included here deal with libraries that shouldn’t be a problem as what works for one workplace will likely work for any other.
What is conflict, exactly? Brown et al (2019, as cited in Wang, Luo, & Chang 2022) define conflict as an interaction between different people who have differing opinions regarding their “interests, perceptions, and preferences” (p. 178). Shariq et al (2022) defines the term conflict as a competition for resources, power and prestige that inhibits cooperation. It strikes me that these definitions are two sides of the same coin: conflict arises when two or more co-workers disagree on a question, for example, how resources should be distributed; or, whose strategy should be implemented.
Conflict has a positive side, however. Tension between co-workers can balance powers, increase organizational flexibility, improve decision making and foster ingenuity (Shariq et al 2022; Wang, Luo, & Chang 2022). Conflict management, therefore, are the methods used to limit the negative effects, such as disruption and unproductivity, while enhancing its positives (Azubuike & Ijiekhuamhen 2023).
Let us now turn to the major findings in the literature. Henry, Croxton & Moniz (2023) compared their study against one conducted in 2017. Their findings are many, but I’ll consider three of most importance. First, they found that library workers ages 21 to 34 reported experiencing more incivility than workers in the next two age brackets, 35-51 and 52-70. Second, bullying between library staff was “one of the most significant, toxic issues dominating the workplace environment” (p. 57). Third, library supervisors were identified as the “dominant” instigators of workplace bullying (p. 57). Because supervisors are likely to be older than junior staff, I believe the first finding is part and parcel of the other two.
Tshabalala & Khoza (2021) determined that effective conflict management can contribute to overall organizational success. That is to be expected. Shariq et al (2022) offers more insight. They write, successful conflict management leads to “a collaborative approach [that] encourages partners to collaborate toward similar goals, promotes integrated, high-quality solutions to problems, and boosts partners' confidence in successful collaboration” (p. 2372).
In a similar vein, Wang, Luo, & Chang (2022) report that avoiding conflict does little good, citing a degeneration of the flow of critical information that hobbles a team’s productivity. Consequently, the authors support reinforcing group goals and fostering open-minded communication which leads to improved information sharing, innovation and collaboration that, in turn, improves performance.
Finally, Azubuike & Ijiekhuamhen (2023) emphasizes the need for libraries to plan ahead so as to be ready for conflict. Because the authors include the public in this need to plan, they recommend using social media to disseminate the idea that conflict management planning is essential for patrons to avoid conflict with staff.
You can see that communication came up as a major theme in all five articles. In fact, the “core” of public library conflict is related to communication, or a lack thereof (Henry, Croxton & Moniz 2023, p. 56). It is, therefore, an important goal to improve communication within our library system. More specifically, leaders need to act as facilitators for “constant and open-minded communication” (Wang, Luo, & Chang 2022, p. 190). Most definitely they shouldn’t be instigators of bullying.
The next major theme is shared or group goals. A pursuit of the same goal by all library staff is essential for effective service (Azubuike & Ijiekhuamhen 2023). A group goal also encourages communication (Wang, Luo, & Chang 2022). Conflict strategies for facilitating group goals include making compromises and collaborating so as to achieve personal goals by working together (Shariq et al 2022). It should be, therefore, that our second goal is to encourage group goals among the staff. Once again leaders, supervisors and managers are crucial. Wang, Luo, & Chang (2022) write, “leaders must show enthusiasm and an ability to help colleagues understand team decisions and unify their goals” (p. 190).
Because leaders in the library are important to both of these goals, our first objective is to properly train them in conflict management; particularly, how to communicate, how to facilitate open communication between staff and how to set group goals. We will also want them to understand the library’s anti-bullying and harassment policies so as to avoid being instigators of that harassment as discussed by Henry, Croxton & Moniz (2023). I therefore recommend an extensive training course mandatory for all senior staff wherein we bring professionals on the topics of communication and group goals to train and, thus, equip our leaders with the necessary knowledge to achieve the above stated goals.
This recommendation will kill the proverbial two birds with one stone. Nevertheless, there is another objective I’d like to recommend: a commitment to transparency. Tshabalala & Khoza (2021) found a strong connection between team transparency and effectiveness. Transparency is part of open communication and understanding of organizational goals. If staff understands the Why they will find the How. To this end, I suggest adding transparency of leadership decision making to the policies of our library system. Board meetings are already public, but all decisions made by middle and upper management ought to be explained clearly to staff. The results of a decision should also be communicated.
The predicted outcomes of these recommendations include the following. First, leaders and senior staff will become more effective communicators. Second, they will communicate the decision-making process, why a particular decision was made and what are its intentions and the final results of the decision. Third, the leaders will be able to set group goals with enthusiasm and understanding. Fourth, leaders will not be bullies.
Taken together, unity of goals and good communication skills will decrease the number of conflicts and help resolve conflicts that do occur and, ultimately, lead to a better and more productive work environment. The most important way to achieve this is to adequately train our supervisors, managers and other senior leaders while fostering communication between leaders and junior staff.
References
Azubuike, C. G., & Ijiekhuamhen, P. O. (2023). Extent of Involvement of Planning and Coordination Practices for Conflict Management in College of Education Libraries in South-East and South-South Nigeria. Library Philosophy & Practice, 1–14.
Henry, J., Croxton, R., & Moniz, R. (2023). Incivility and Dysfunction in the Library Workplace: A Five-Year Comparison. Journal of Library Administration, 63(1), 42–68. https://doi.org/10.1080/01930826.2022.2146440
Shariq, S., Bint-e-Zain, S., Mirza, M., Akram, H., & Saleem, M. F. (2022). Conflict Management Strategies and Employee Performance in Banking Sector of Pakistan. Webology, 19(3), 2361–2380.
Tshabalala, M. M., & Khoza, L. T. (2021). A conceptual framework for effective management of conflict risk within Agile software development environments. South African Journal of Information Management, 23(1), 1–9. https://doi.org/10.4102/sajim.v23i1.1352
Wang, W.-T., Luo, M.-C., & Chang, Y.-M. (2022). Exploring the Relationship between Conflict Management and Transformational Leadership Behaviors for the Success of ERP Customization. Information Systems Management, 39(2), 177–200. https://doi.org/10.1080/10580530.2021.1913680
