Good managers and supervisors are very essential to an organization. In today’s business and legal environment, it is very important to understand on how to handle employees effectively.
So you find yourself at odds with one of your colleagues at work and you want to make the best of a difficult situation. What should you do? Well I ask you to look deep within yourself and ask the following question: “What is the worst thing that I will feel if I don’t get my needs met?”
We’ve all been in conflict… a fellow employee gets under your skin, a boss’ management style demoralizes you, a subordinate is constantly defiant. These sorts of conflicts are a normal part of life. The key to proper resolution of these inevitable conflicts is having a set of rules and practices to tip the momentum of your conflicts toward a mutually beneficial resolution.
Conflict comes with leadership as the sparks fly upward. If you don’t want to deal with conflict, leadership is not your thing. Being a leader is not about IF you will tackle conflict but HOW. In fact, no other ability (other than being able to get results) so shapes people’s careers as the ability to deal with conflict.
Hardly constructive, these exchanges resemble debates or ping-pong games and serve only to inflame emotions and entrench the participants. How do normally intelligent and articulate people fall into such unproductive patterns? And what can be done about it? The answers to both questions lie in the roles we instinctively and sometimes unconsciously adopt when confronted by conflict.
Understanding the cost of conflict is a major factor in persuading contesting parties to attempt conflict resolution and turn their conflict into collaboration. Stewart Levine in his excellent book “Getting to Resolution – Turning Conflict into Resolution” identifies four costs of conflict: direct costs, productivity costs, continuity costs, and emotional costs.