Do not equate disunity with annoyance. When I talk to people who are afraid of conflict, and I wonder why they are hesitant to disagree, most of the time I hear, “I don`t want to hurt their feelings” or “I don`t want to be a jolt.” Yes, there are people who really don`t want to agree with (uncertain managers, for example), but most people are open to a different perspective if you share them with thought and respect. Ask yourself: Is there really a risk of hurting your co-worker`s feelings or thinking you`re a jolt? Or are you projecting your own discomfort? There are inconsistencies at work. In many cases, differences of opinion are productive and good signs of different thoughts. They don`t need to be the end of the world, but those that are important should not be firmer. Working in an environment where he is reluctant not to oppose or offer an alternative can overwhelm creativity and add unnecessary stress. They may disagree with colleagues without giving them a sense of what they like or consider to be false. Check your judgment at the door when attending a meeting. Showing contempt for a colleague`s ideas or position is inappropriate everywhere, but especially at work. Making fun of her is even worse. Also pay attention to the sweet teasers. Many of your employees have been raised by mothers who have taught them that there is a grain of truth behind every strand of teasing. But there`s good news.
Conflict should not be an impossible challenge. There are things you can do to manage disagreements at work and deal with conflicts much more easily. 1. Define acceptable behaviour: you know what they say about acceptance… Only a definition of what constitutes acceptable behaviour is a positive step towards conflict prevention. Establishing a decision-making framework using a delegation of public authority, promoting sound business practices in cooperation, team building, leadership development and talent management will help to avoid conflict. Clearly defined job descriptions so that people know what is expected of them and a well-articulated chain of command to enable effective communication will also help avoid conflict. Make clear and public what is tolerated and what is not. 5. Considering conflict as an opportunity: Hidden in virtually all conflicts is the potential for a huge teaching/learning opportunity. If there is disagreement, there is potential for growth and intrinsic development.
If you`re a CEO who doesn`t use conflict for team building and leadership, you`re missing a great opportunity. The different positions that are properly addressed can stimulate innovation and learning in a way that the mind cannot even imagine. Intelligent leaders seek advantage in all dissenting opinions. When I was working as a business consultant, I had a client that I thought was difficult. Let`s call her Marguerite. You and I didn`t see much in the eyes. I didn`t agree with the direction she took in our project, with the people she chose and with the pace at which she thought we had to do our job (why did she have to go so slowly?). But because she was the client, and I was just starting my career, I didn`t think it was my place to openly contradict her. Instead, I forwarded every email she sent me to one of my colleagues, and I complained about how Marguerite made bad decisions and I ignored my vague and probably passive and aggressive proposals, as we try different approaches.