Tips for Modeling Civil Behavior(Excerpt from The Dysfunctional Library)

  1. Think about the impact of words and actions.
  2. Practice intentional listening and be open in communications.
  3. Be inclusive and embrace diversity.
  4. Appreciate differing opinions.
  5. Move towards positive solutions when conflict arises.
  6. Take time to review facts before acting.
  7. Limit gossip and negativity.
  8. Look at the broader views as perspectives.
  9. Support open communication.
  10. Be respectful in all communications.

Jo Henry, Joe Eshleman, and Richard Moniz, The Dysfunctional Library: Challenges and Solutions to Workplace Relationships, (Chicago: ALA, 2017): 46-47.

*Adapted from Barbara Richmond. “Ten Actions You Can Focus on to Influence Culture of Respect, Civility in Your Workplace,”Legacy Business Cultures,

Key Conflict Management Skills (Excerpt from The Dysfunctional Library)

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●Act as a role model especially when it comes to demonstrating the skill of cooperation. All librarians need to do more of this. Changing the way conflict is handled starts one person at a time.[i]

●Foster and encourage group unity and shared purpose in the library workplace. Obviously, management plays a critical role here but any library staff member can contribute to this as well.[ii] Focus on common bonds among staff when managing conflict. In other words, highlight shared or overlapping goals on a regular basis. [iii]

●Move towards a more internal locus of control. While evidence indicates that having an internal or external locus of control may be a relatively stable aspect of one’s personality, internal locus results in increased resilience and leads to more effective resolutions.[iv] This might be done by consciously recognizing the aspect of one’s work that one has the greatest control over.

● Increase the amount of coaching or training that is available to managers regarding handling conflict.[v] According to Tahir Saeed Shazia, Almas M. Anis-ul-Haq, and GSK Niazi, “Organizations should train leaders to ensure that their primary focus is on people management. This means reducing anxiety and anger among employees, promoting optimism and confidence, developing people’s skills, helping them manage conflict, building trust within and across teams and ensuring alignment around achieving the best possible organizational aims and objectives.”[vi] For example, another author suggests “coaches can conduct in-depth rehearsals of anticipated discussions that the party is concerned about and help them more fully explore the conflict and its impact.”[vii] They further suggest that organizations move “from intervention to prevention” through ongoing training for conflict management.[viii]

●Establishing egalitarian norms but also reinforcing understanding for hierarchical differences can also benefit in managing and preventing conflict. In some situations, rotating responsibilities when appropriate can be helpful as well.[ix]

●Recognize emotions and how they are impacting the conflict management process. Apply a cool down period if necessary. Not every conflict needs to be solved on the spot.[x]

●Implement mindful practices. As noted by the authors of this text as well as others such as Craig Runde, “mindfulness approaches have been shown to change brain function in a way that allows negative emotions to recede and a more positive mood to reemerge. With it comes an emotional balance that allows people to be able to engage the conflict more effectively.”[xi] This could involve not just mindful meditation and other similar practices but also “writing in a journal, frequently assessing strengths and weaknesses, and actively seeking directed feedback from others.”[xii] Authors Sean Valentine, Lynn Godkin, and Philip Varca likewise state “Mindfulness is also known to augment individuals’ information processing in a manner that prompts increased self-control and subsequent positive behavior.”[xiii]

●Remain flexible and open and encourage others to do so as well. Craig Bunde has excellent advice in stating “Managing conflict involves both talking and listening to others. Of the two functions, listening is often the more important and, for most people, more difficult.”[xiv]

●Be proactive, especially as a library manager. Do not let conflict fester, especially relational conflicts. As noted by Vijayakumar Mallappa and Manoj Kumar K.S. in their study of conflict management in libraries “the administrative authorities should try to detect the conflict among the library staff in initial stage itself, otherwise it will leads to distraction.[xv]

●Appoint a devil’s advocate when facing a problem whereby everyone may be making lots of assumptions to foster positive discussion of areas with potential conflict. Mary Krautter, writing as the Head of Reference and Instructional Services at the University of North Carolina at Greensboro, states, “The devil’s advocate can be a potentially valuable factor in promoting an atmosphere of openness and creative problem solving without increasing unproductive conflict.”[xvi]

Jo Henry, Joe Eshleman, and Richard Moniz, The Dysfunctional Library: Challenges and Solutions to Workplace Relationships, (Chicago: ALA, 2017): 119-120.

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[i]Marilyn L. Fox, Kathleen Dale, and Bradley Mayer, "Conflict Management Style, Transformational Leadership and Follower's Attitudes: A Test of Direct Effects and the Mediating Role of Transformational Leadership," Leadership & Organizational Management Journal 2013, no. 4 (December 2013): 26.

[ii]Marilyn L. Fox, Kathleen Dale, and Bradley Mayer, "Conflict Management Style, Transformational Leadership and Follower's Attitudes: A Test of Direct Effects and the Mediating Role of Transformational Leadership," Leadership & Organizational Management Journal 2013, no. 4 (December 2013): 26.

[iii]Andrew M. Carton and Basima A. Tewfik, "Perspective-A New Look at Conflict Management in Work Groups," Organization Science 27, no. 5 (September 2016): 1129.

[iv]Maria Dijkstra, Bianca Beersma, and Arne Evers, "Reducing Conflict-related Employee Strain: The Benefits of an Internal Locus of Control and a Problem-solving Conflict Management Strategy," Work & Stress 25, no. 2 (April 2011): 178-179.

[v]Craig E. Runde, "Conflict Competence in the Workplace," Employment Relations Today 40, no. 4 (December 15, 2013): 25-26; Margaret M. Hopkins and Robert D. Yonker, "Managing Conflict with Emotional Intelligence: Abilities that Make a Difference," Journal of Management Development 34, no. 2 (2015): 240; Neil H. Katz and Linda T. Flynn, "Understanding Conflict Management Systems and Strategies in the Workplace: A Pilot Study," Conflict Resolution Quarterly 30, no. 4 (Summer 2013): 405.

[vi] Tahir Saeed Shazia ,Almas M. Anis-ul-Haq GSK Niazi , "Leadership Styles: Relationship with Conflict Management Styles," International Journal of Conflict Management 25, no. 3 (2014): 214 - 223.

[vii]David Brubaker, Cinnie Noble, Richard Fincher, Susan Kee‐Young Park, and Sharon Press, "Conflict Resolution in the Workplace: What Will the Future Bring?," Conflict Resolution Quarterly 31, no. 4 (Summer 2014): 362.

David Brubaker, Cinnie Noble, Richard Fincher, Susan Kee‐Young Park, and Sharon Press, "Conflict Resolution in the Workplace: What Will the Future Bring?," Conflict Resolution Quarterly 31, no. 4 (Summer 2014): 381.

[ix]Andrew M. Carton and Basima A. Tewfik, "Perspective-A New Look at Conflict Management in Work Groups," Organization Science 27, no. 5 (September 2016): 1130, 1133.

[x]Craig E. Runde, "Conflict Competence in the Workplace," Employment Relations Today 40, no. 4 (December 15, 2013): 28.

[xi]Craig E. Runde, "Conflict Competence in the Workplace," Employment Relations Today 40, no. 4 (December 15, 2013): 28.

[xii] Margaret M. Hopkins and Robert D. Yonker, "Managing Conflict with Emotional Intelligence:

Abilities that Make a Difference," Journal of Management Development 34, No. 2 (2015): 240.

[xiii]Sean Valentine, Lynn Godkin, and Philip Varca. "Role Conflict, Mindfulness, and Organizational Ethics in an Education-Based Healthcare Institution." Journal of Business Ethics 94, no. 3 (July 2010): 463.

[xiv]Craig E. Runde, "Conflict Competence in the Workplace," Employment Relations Today 40, no. 4 (December 15, 2013): 28.

[xv]Vijayakumar Mallappa and Manoj Kumar KS, "Conflict Management in Management Library Professionals," DESIDOC Journal Of Library & Information Technology 35, no. 3 (May 2015): 200-205.

[xvi] Mary Kautter, "Advocating for the Devil: Transforming Conflict in Libraries," (2013): 9.