Handling Conflict At The Workplace
Conflict generally arises when communication breaks down –one party misunderstands what the other party is trying to say, and executes actions based on this flawed understanding.
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An unwritten requirement of most modern job descriptions is that a candidate must be functional in social scenes: daily meetings, gatherings, formal, and informal settings with other members of the team, as well as superiors and subordinates.
Conflict generally arises when communication breaks down –one party misunderstands what the other party is trying to say, and executes actions based on this flawed understanding. The following are helpful for conflict mediation and resolution:
- comprehension of dialogue/written text
- reading the tone/mood of the communication
- understanding non-verbal cues
- ability to sympathise with different points of view
- analysing possible solutions, and selecting a resolution that enacts maximum good
- clear and firm rhetoric
Scapegoating and scatter-blaming are ineffective and incorrect ways to resolve a conflict. To patiently work through level(s) of possible misunderstanding to find the root cause of the conflict, and then explain to the involved groups how each could have done a better job of handling their share of the dispute, is a much more effective and logical way of management. This trains the team to perform more effectively in the future.
A good mediator of disagreements must eliminate distrust, anger, misplaced guilt, and blame; these are unnecessary and contribute to the downfall of productivity. Lastly, it helps to keep in mind that all parties want an effective, final, and fair resolution for maximum good and minimum ill-will.