To the Reader:How can you resolve disagreements at work when they arise?
A 2008 study by CPP Inc. (now The Myers-Briggs Company), the company that publishes the Thomas-Kilmann Conflict Mode Instrument and the Myers-Briggs Assessment, found that employees spent about three hours a week resolving conflict. Even if the workplace has changed over the past 20 years, particularly to accommodate remote and hybrid work, the concept is still the same. According to the report, conflict is any disagreement at work that interferes with productivity.
There are a few things to consider when disagreements arise at work, even though it’s not a question of whether they will occur. First of all, face-to-face interactions are more productive than those conducted over the phone or on a screen. Nevertheless, take a few deep breaths, maintain your composure, and maintain your composure.
“Workplace conflict is rarely just about the surface issue; it’s about competing beliefs, unmet needs, and a lack of shared understanding,” stated Chris Nelms, a certified clinical therapist and HR executive at Brinker International. Even the most well-meaning discussions might cause defensiveness or disengagement if things aren’t addressed.
Curiosity is the first step in lowering resistance. Ask yourself: What belief possibly be driving their behavior before launching into corrective action? Which belief could be driving me? Individuals do not oppose criticism; rather, they oppose feeling misinterpreted, dominated, or humiliated. Winning the discussion is not the aim. Maintaining the relationship while advancing the task is the aim.
According to executive coach Laura Crandall, who founded the management consulting business Slate Communication, going into avoidance mode is one of the most common mistakes people make. People rush and blurt out the issue in a nauseating stream of criticism without any context when it finally becomes so bad that they are moaning that they haven’t had the conversation yet. It speeds up and concurrently increases rage and bewilderment.
Crandall advised gathering your ideas and feelings before the talk started in an effort to try to diffuse the tension. According to Crandall, the discussion is more grounded right away if you take the time to consider the particular problem and your own expectations. Before you talk, be prepared to listen and observe, particularly in heated situations. There is often a lot of fresh or unknown knowledge in difficult interactions. Be open to learning from the discussion.
Conflict in the workplace may transcend the individual or several individuals and reach into the society. The opposite is also true. Conflict may be avoided by creating a more positive work environment that values communication, trust, and continuing discussions to build strong bonds.
Vicki Salemi is a former corporate recruiter, author, speaker, consultant, and career expert for Monster. Visit www.vickisalemi.com and follow her on Instagram at @vickisalemi for additional details. Contact the Tribune News Service at [email protected] with any queries.
