Conflict Management Strategy Examples
These operate with minor disagreements, in addition to conflicts that threaten to engulf an entire organization. The following are four conflict management techniques that can be used to resolve conflict at work. Listen to the ground.
This is a preventive action. Deal with the gossip. Go to dissatisfied employees.
Make sure to do this. Do all of this as gently as possible. Waiting can keep resentment growing.
Trying to avoid conflict, in the hope that it will resolve itself, is really a step for success towards some massive future inflation that cannot be contained. Instead, one side will usually consider and suck on the brunt of the conflict, while the other wins. Rarely will a conflict simply disappear.
This does not mean that you should use the violation or problem personally. Don’t sit on it hoping it will pop out – take it immediately. This turns them from adversary to a real person with real problems, trying to make it really precise.
On the other hand, you shift far from seeing the other person as a detached, unfeeling adversary, and instead see her as someone with kids, friends, job opportunities. Listen to what they are really asking of your situation. Listen to the parties to the conflict.
If they are seniors, they may want more responsibility and job security. If they are millennials, they may want flexibility or even more effort in their leadership development. No training works well without follow-up.
So what appear to be two contradictory views may actually be two groups of mutually attainable desires. Some measure must be maintained to ensure that workers considering the training think about it and use it consistently over time. Careful follow-up should take place within months and weeks of training.
The real difficulty arises in using these techniques in real life. It is easy to discuss conflict management approaches theoretically used at work. Let’s take a look at the micro-managing boss.
This usually occurs as a conflict with a micro-management boss, a supervisor who has unethical, immoral or illegal practices, or perhaps a territorial manager who has no development opportunities. In general, however, this type of conflict does not resolve itself. It is easy to wait patiently with the hope that the tension will subside, the offended employees will surely forget and the situation will improve itself.
To improve a challenging supervisor, they must research and change themselves. Pretentious, difficult supervisors, if left unchecked, often become more and more difficult and overbearing, no less. Make sure you have created a safe environment where they can be open without worrying about negative consequences or fearing that what they say will leave the room.
Once you have an impartial person to oversee the mediation, you give both parties the opportunity to make their point of view fully and openly known. This can be tricky due to a power imbalance. Second, accept the two parties together where possible.
You have to make sure they don’t suffer any negative consequences if they come up. It is at this particular point that many subordinates refuse because they are intimidated by the supervisor or because they fear negative repercussions for being too open and honest. Also watch out for tears, empty repentance, etc.
When the two main parties come together, make sure the supervisor is unable to use manipulative, controlling behavior, or demeaning words to silence the subordinate. that are used by both parties to manage or control the problem. In order to arrive at a workable solution in such cases, you need a keen eye to determine the cause of the case.
Employees seldom name supervisors with micro-management unless they are in fact micro-managers. It is to your company’s advantage to resolve this conflict as quickly as possible.