Editor’s Note: This is the first of a two-part series by Valyncia C. Raphael-Woodward and Ashley J. Davis on managing workplace conflict in higher education. Through practical scenarios and evidence-based approaches, the series explores common employee relations challenges facing HR professionals and managers. The series begins with “Conflict Icebergs: What’s Beneath a ‘Difficult’ Employee’s Behavior” and continues with “Gossip and Culture-Building: Managing Morale and Trust in the Workplace.”
Summary: Some workplace conflicts are more complex than they first appear. A so-called “difficult” employee’s behavior may be masking underlying needs that require a closer look before identifying solutions.
An iceberg problem is a layered personnel matter where a visible issue (the ice above the water’s surface) hides a more complex matter (the ice below the water’s surface). Recognizing and understanding the nuances in these layered issues can help managers uncover employee needs, accurately assess roles and accountability, and establish a system to address these types of conflicts in a holistic and long-term manner.
Recognizing the Iceberg Problem: A Scenario
Let’s start with a scenario to illustrate the iceberg problem.
Leni, a faculty chair in a university School of the Arts, is struggling with Maria, her staff grant manager and direct report. Maria, usually bubbly and highly capable, has recently been missing deadlines, submitting incomplete grant applications, exhibiting disengagement in meetings, and even sighing audibly when receiving new task assignments. Leni perceives Maria as “difficult,” a belief reinforced by a recent emotional outburst from Maria during a performance discussion.
Unknown to Leni, Maria has taken on full-time caregiving for an ailing parent, leading to severe sleep deprivation and focus issues. Maria, fearing that she’ll come off as uncommitted, hasn’t disclosed her personal challenges.
In this scenario, there are multiple tensions at play. Above the surface, Maria appears to have a performance and conduct issue, evidenced by missed deadlines, incomplete work, disengagement in meetings and unprofessional behavior.
Beneath the surface, however, the issue is more complicated, involving employee well-being and FMLA compliance. Maria’s sleep deprivation and caregiving responsibilities are affecting her work, while Leni needs to ensure grant funding continues to flow since incomplete or missed submissions threaten the viability of the unit.
Looking Beneath the Surface
As a manager, Leni cares about Maria’s well-being, yet being able to offer support and guidance is limited if Maria is not somewhat forthcoming about what challenges she’s facing and how they may be affecting her work. The iceberg scenario requires fact-finding and a careful balance of support and accountability.
While Maria deserves support, she also needs to ask for help when she needs it, meet expectations and contribute to the department’s success. Leni must create a relationship of trust and an environment where employees feel comfortable speaking up about their needs without fear or judgment. She can then show empathy without letting the employee off the hook. Failing to address Maria’s behavior risks further disruption to the work and workplace.
In this scenario, Leni suspects that this may be an iceberg problem. Wanting to identify Maria’s underlying needs, she starts by planning a conversation to better understand what’s going on.
Preparing Managers to Spot Iceberg Problems
HR professionals can offer proactive training to ensure managers like Leni are confident in their ability to detect and document iceberg problems. Training can focus on avoiding the trap of viewing employees as disengaged or difficult based on productivity or behavioral concerns alone. Focusing only on above-the-waterline issues risks missing underlying well-being concerns and compliance obligations, including accommodations and leave protections. In Maria’s case, her caregiving responsibilities could qualify for leave under the Family and Medical Leave Act and state equivalents.
Using the Check-In Meeting
Often, a check-in meeting can help discern the issue that’s beneath the waterline. Some questions Leni can ask Maria include:
- I’m concerned about you and would like to check in on how things are going. I’m worried that you’ve been showing up differently than normal. How are things going from your perspective?
- Do you have adequate resources to get the job done?
- Are the expectations unclear in terms of work quality or timeliness?
- Is there a need for accommodations, support with schedule flexibility, or referral to EAP to get back on track?
- Do you know the signs of burnout and what recovery from burnout looks like?
For this type of check-in to succeed, managers must be attuned to how their team members typically show up — their baseline behavior — and pay attention when those patterns change. They should ask clarifying questions, understand available resources and know when to make referrals. Leni also wants to be sure Maria is clear on expectations. If not, they can work together to realign expectations after addressing any support or care-related needs.
Managers could also be trained on the ladder of inference, a cognitive tool that helps people avoid jumping to conclusions based on incomplete information or assumptions. By using a more intentional questioning process, managers can get to the root of the information needed and avoid misunderstandings.
Addressing Power Dynamics
An initial one-on-one, however, may not be the right choice in this scenario. A commonly missed variable is the power dynamic between the parties involved. Here, Leni is tenured faculty and Maria is staff. Maria may not feel comfortable speaking candidly if she feels intimidated.
The Ombuds Office can be a useful resource when power dynamics come into play. A conflict coaching or problem-solving session can help the manager review the situation from a neutral, supportive perspective and consider options for communication, intervention and engagement.
Whatever strategy is chosen, it’s critical that managers maintain clear documentation: detailed records of incidents and interactions between Leni and Maria, such as signed grant proposals, due dates and submission dates, performance expectations, areas where work fell short, and the dates and outcomes of check-in meetings. A written follow-up should be emailed to Maria after each check-in to confirm agreements and next steps. If discipline becomes necessary, this documentation will be critical. Leni should also keep HR informed as the situation unfolds.
Navigating Conflict Icebergs
HR can help managers and employees navigate iceberg scenarios with regular reminders of policies and institutional values. Training focused on conflict skills and scenario practice can also help prevent these issues from becoming larger, more protracted discrimination cases.
Recognizing iceberg problems helps HR and managers avoid the assumption that employees facing personal challenges are “difficult” employees. With tools and skills like active listening during check-ins and balancing accountability with support, managers can identify and address the underlying issues that often drive performance and behavior concerns.
About the Authors: Valyncia C. Raphael-Woodward is the executive director, Employee and Labor Relations at University of Southern California, and Ashley J. Davis, Esq. is the associate ombuds at University of Washington.
Share your HR success story. We invite higher ed HR professionals to submit articles on innovative programs and effective solutions. Inspire your colleagues by showcasing what’s working in higher ed HR. See submission guidelines.