Have you ever had a co-worker disagreement? At one time or another, you certainly must have. Conflicts in the workplace are very common; there are very few offices where all the workers get along.
As a consequence, conflict resolution is a required component of the workplace, and those in a leadership role must be trained in strategies for conflict resolution. They can have a negative effect on efficiency and collaboration when disputes go unaddressed. In the workplace, the use of dispute resolution techniques can help create a safe work atmosphere. Specific leadership skills, problem-solving skills and decision-making skills are required for conflict resolution.
Some experts explained that being on the same side of the issue did not have to mean seeing eye to eye; it only meant recognizing something inside a conflict as a common purpose. Job is fraught with potential for discord. And it is not usually on a grand scale of some kind. In order to have an opportunity to apply this guidance, you do not have to have an arch nemesis at the workplace or be embroiled in shouting matches.
Think of tiny, regular interactions with individuals in your team or through departments. Perhaps you don’t agree with what a major project might look like. Or it seems like you can’t get on the same page about what initiatives to take in what order. It’s getting a bit tense and the stress is making the whole thing more difficult.
You’re not always going to be able to convince each other, however you should remind yourself that you have a common purpose. Certainly, you can all say that you want the project to be finished on schedule and considered a success. You should reframe the issue with that in mind. It’s you and your colleagues trying to meet a deadline and produce the best results. And it’s one team battling against any challenges that stand in the path together.
It’s another way of saying that good intent can be believed. When your co-worker proposes anything, they don’t do anything to sabotage the project, unless you’re in a nasty workplace or dealing with a completely bad colleague. They, too, want the best performance. A reminder that you are on the same side in the grand scheme of things is often what it takes to stop or de-escalate a developing dispute. And once the attitude is there it’s a lot easier to move forward. When your co-worker proposes anything, they don’t do anything to sabotage the project, unless you’re in a nasty workplace or dealing with a completely bad colleague.
There will sometimes be a need for the parties involved to think about a middle way for such disputes in which all parties decide to give up something and identify a resolution. For that moment, this kind of solution would be temporary and is not a permanent solution for long. This leads to a lose-lose type of result, as both parties can believe like something has been lost.
In certain cases, one of the parties to the dispute may decide to withdraw from the discussion and allow the opinion of the other party to continue. Or in some cases, one of the parties can decide to avoid the conflict entirely by preserving silence. In cases where one of the parties to the dispute is emotionally charged or is frustrated, this works well. Therefore, preventing any dispute resolution gives the individuals concerned a “cooling off” time so that they can come together for constructive resolution later on.
A individual with authority and power may force his/her opinion in certain circumstances and settle the dispute without giving the other party/person any chance. This leads to a form of result that is win-lose. Someone may end up feeling like a loser, while someone with control may feel like a winner. If we see that disputes are needless and often destructive for the team, this strategy can be used.
Accommodating is a strategy that is used when apprehension/distrust among the parties concerned tends to fill the atmosphere. And there is nobody coming forward to settle the dispute. In such cases, one of the parties will step over and try to smooth the atmosphere by using nice terms and by stressing the points of agreements and playing down the points of disagreements. By creating a sense of confidence, this will act as a mechanism to break the discomfort between the parties involved and allow them to come forward and resolve the dispute.
So the next time you sense a dispute brewing at work, take a deep breath, articulate how you and so-and-so share a common purpose in your wisest inner monologue voice, remember what it is, use language that represents that when you speak to them, and continue from there. And if you’re not 100 percent sure that you have the same target, make that happen! Ask them what their aim is for this project, because resolving that, or even just bringing it to light, could help resolve a lot of stress if it’s not the same as yours.
It’s almost guaranteed to make sailing smoother than if you are pitting yourself against everyone around you. Plus, rather than being continually slowed down or frustrated by small disputes, you will be known as the employee who can work with everyone and get things done.
Check out my related post: How to deal with high conflict people?