Business

Method for Handling Conflict at Work

War is a fact of life. A quarrel with a coworker is inevitable, regardless of the workplace. We’ve all heard stories about disagreements that escalate into bitter, time-consuming litigation. A minor dispute between two team members can derail progress and leave everyone feeling hurt and betrayed. A practical method for settling disputes is outlined below.

From a young age, we are conditioned to hand our concerns over to an authority figure, be it a teacher, a parent, or the authorities. Yet, avoiding possible conflicts with precise standards of correct behavior is disappointing. It is hypothesized that if we have enough regulations, everyone will be treated equally, and things will be fair. Rule-making does not guarantee fairness, and regulations can only cover so much ground in practice. Managers’ belief that they have resolved a problem in the workplace simply by enacting a new rule or policy is, at best, naive.

So, we shouldn’t ask, “How can we avoid conflict?” but “How can we manage it?” Even if we can’t prevent conflict from occurring, we can learn to manage it effectively.

Misunderstandings, unfulfilled expectations, and the perception that one’s labor is being overlooked are just a few common causes of workplace tension. Disputes and conflicts develop when individuals actively escalate their differences into antagonistic interactions.

Managers who wish to manage and resolve conflicts effectively must foster a culture where workers are empowered to make moral decisions. Developing appropriate norms as a group is essential to implementing a winning approach. To make intelligent decisions, a company needs to foster an environment where employees feel safe voicing their opinions and opinions differ from the company’s own.

To effectively manage conflict, addressing and controlling the following factors is necessary.

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Learn to Handle Arguments Easily

Tolerating dissenting opinions can be challenging. When a disagreement arises, most people freeze up. For this very reason, society establishes norms. However, if employees aren’t given a forum for voicing their concerns, even conflicts intended to be avoided might simmer and eventually explode. A big part of doing that is letting everyone have their say rather than trying to stop the fighting and calm everyone down. Getting people to the point of asking, “Okay, now what are we going to do about it?” is usually not too difficult.

It’s healthier for everyone’s mental health if problems are addressed immediately. Conflict and conflicts are unpleasant experiences for everyone involved; thus, the sooner they can be resolved, the better.

Determine What’s Causing the Trouble

When people go to higher authorities to settle disagreements, they are often dissatisfied with the results. Therefore, a healthy conflict resolution process will also benefit from employees’ ability to resolve problems close to the source at the team level. People will strive to hide their actions, such as when a manufacturing manager makes random daily rounds to check if workers avoid wearing safety eyewear. On the other hand, if the safety contact person is a coworker working down the line from you, you won’t be able to keep your actions a secret. In addition, the statement “Look, don’t be a fool” comes from a much more reliable source. It’s a new form of communication.

It’s also possible that bringing in an outside authority too fast might convert everything into a defensive fact-finding investigation. The accuser questions the target’s focus, asking, “Why are you looking at me?” And the accused counters by saying, “You’re trying to get me fired.” Because of these considerations, it is preferable to seek conflict resolution on the level of the team.

It’s more probable that the disagreement will be resolved to everyone’s satisfaction if the parties’ interests are considered. Positional language like “I want him fired” is commonly used. By practicing active listening, managers, and mediators can facilitate a productive discussion of the issues at stake in a dispute.

What We’ve Learned

Workers will be more effective in the future when they can take what they’ve learned from this disagreement and apply it to similar situations. This may be the most challenging factor to address in terms of organization. The vast majority of businesses suffer from a severe form of learning disabilities. On a team, though, there may be less resistance to learning. Some groups may have experienced issues with unequal job advancement, which has given some employees a leg up on the competition for salary raises. If a problem arises and the team can address it, there is a far better likelihood that the team will be able to respond, “No, we dealt with this last year,” the next time someone starts exhibiting favoritism in those ways.

Resolution Dos

Take some time to appreciate yourself. Rarely does a disagreement emerge without some part each party playing. The tendency to blame others and declare, “They forced me to do it,” is widespread. Workers need to be able to identify their feelings of anger and the extent to which they contributed to the triggering event.

Think twice before putting things in writing. Many attorneys advise against using written communication during a legal dispute since it often serves only to aggravate tensions.

Advice for Avoiding Conflict

Get more people involved than is strictly necessary. The spread of rumors about a dispute might sabotage efforts to settle it peacefully.

Get furious about it, and then talk about it. There’s a good chance the ensuing debate won’t be productive and could even backfire. Locate a time when you can both comfortably interact.

Summary

While disagreements are unavoidable, they need not lead to disastrous outcomes. Management experts warn against assuming employee satisfaction because they haven’t heard any complaints. An open discussion can resolve subterranean tensions to benefit everyone involved.

The beauty of efficient disagreement and conflict resolution is that it not only helps resolve numerous disputes that might bring you down but also frees up a wealth of energy. Constructively resolving a conflict prevents an issue from festering and becoming more complex, often resulting in new perspectives and opportunities.

Dennis Sommer is universally recognized as a preeminent expert in sales, corporate growth, and leadership effectiveness. He is highly regarded as an advisor, author, and speaker who helps clients achieve their goals by implementing actionable ideas. Dennis’s contact information is as follows: Dennis@ebaac.com.

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