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Conflict resolution is the art of addressing those differences and finding common ground that enables everyone to work together peacefully. Sometimes, the person who resolves a conflict may be a neutral party or mediator while at other times, they may be someone involved in the conflict who takes an outside perspective to find a solution. The ability to resolve conflicts is often seen as a leadership trait.

Fighting for the British Empire in World War I

People who are able to identify conflicts, acknowledge different opinions and build a consensus are valuable to many organizations. They make it more likely for personal differences to be set aside so work can continue. Over the course of your career, you may witness conflicts between coworkers, managers and the people who report to them, or vendors and clients or customers. Here are several examples of common workplace conflicts:. Conflicts between coworkers may arise because of differing work styles and personal habits.

They can also arise from personal prejudices and cultural differences.

Someone Else’s War: Fighting for the British Empire in World War I: John Connor: I.B. Tauris

There is an inherent power imbalance between managers and their direct reports, which can make conflicts between them difficult to navigate. However, with patience and understanding, both supervisors and supervisees have the ability to resolve these disagreements.

Disagreements between vendors and their clients or customers can often arise because of unclear communication or expectations. These types of conflict can cause lasting personal harm. People seeking to resolve these conflicts need to be sensitive to justice and the potential hostility of the workplace. Each of the above conflict examples have the potential to be resolved by following several steps.

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Here is a list of skills that are useful in conflict resolution. With each skill, there is an example of how to apply it in different conflict resolution scenarios. Listening carefully to what people are saying is a crucial part of conflict resolution. An employee might be approached by someone about a way in which their behavior is disruptive, and by actively listening , will understand the origin of the complaint and what to do about it.

Having a bias for action means assertively seeking out next steps rather than waiting for someone else to do something.


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In conflict resolution, this could manifest as a coworker noticing that they may have upset someone else and actively seeking to address that with them as soon as possible. A manager could also realize that there is a conflict taking place and step in to resolve the conflict before too much time has passed. I reminded her of the DISC webinar , she had recently attended with me, and she 'got' straight away that this was a 'style' conflict. His preferred style Dominating , means he makes fast decisions and offers opinions freely. Once we had taken it back to differences in style, she clearly saw a way to discuss with him his response to her work, and how they could use each other's styles to work more effectively together.

Conflicts can arise between people because of differences in age, educational backgrounds, personal experiences, ethnic heritage, gender and political preferences. Listen to an interview I did with Barbara Annis on gender diversity and inclusiveness. There are some great tips in the interview to help you make the most of gender differences. Leaders have different ways of leading their teams. Team members who have to deal with different leaders throughout a day, can become confused and irritated by these different ways of being led.

For example, one leader may be more open and inclusive, whilst another may be more directive.


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To avoid this type of disruption make sure that your leadership team have put together a solid set of principles and values. Then, most importantly, they use them to provide consistency in how decisions are made, and how people are involved in the business. These types of conflict in the workplace are often ignited by emotions and perceptions about somebody else's motives and character.

For example, a team leader jumps on someone for being late, because she views the team member as being lazy and disrespectful. The team member sees the team leader as out to 'get' him because he isn't one of the 'favored children'. Here is possibly one of the most important principles to follow, if you want to successfully resolve any personality conflict successfully. If you want to learn all seven principles, to help resolve workplace conflict download Successful Feedback.

The second type of story, is the one you tell yourself about others. This story causes you to place figurative devil horns on the heads of others, and has you labeling them in a negative fashion, placing you in a downward spiral of ill feeling and lousy temper toward them. Here are a few examples how this might look. Take note of how in each example in the first scenario you label and blame. Whereas in the second you justify! Sometimes your stories are accurate, but more often than not they are either inaccurate, or incomplete, or just completely wrong. The truth is often somewhere in between the story you've told yourself, about why the other person is acting 'that' way, and the actual facts.

Use this Exercise to Sift Story from Fact. Think of a conflict you have with someone at the moment. Grab a piece of paper and draw a line down the middle. In the left hand column, write down all the stories you are telling yourself about the person. All the feelings, thoughts, judgments, labels, conclusions that are running through your head. In the right hand column write down all the actual facts. Facts are observable, objective, specific actions and information. To differentiate between fact and story -- keep this example in mind: 'The sky is blue', is a fact.

As you look at your list, you may find that the story you have been telling yourself, is not fully supported by all the facts. That you have made many assumptions and interpretations, about what the other person's behavior MIGHT mean! Next, write down how your reactions, or actions or inactions , might have contributed to the situation.

Have you ever heard the saying, "We judge others by their actions, but ourselves by our intentions"? You don't truly know what the other person's intentions are, without asking. This exercise is not designed to stop you from talking with the other person, about the problems you are having with him or her. Its purpose, is to help you wash down any over-heated emotions you may have running riot through your body, and help you to become a bit more objective about the situation. Then, you will be more likely to hold the conversation, with less accusation and more curiosity.

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How to foster workplace collaboration

In "Successful Feedback" you learn that your number one goal in any type of conflict is to discover the truth. Identifying your story, is one sure step in enabling you to achieve this goal. No matter the types of conflict in the workplace, ignoring them and hoping they will go away, is going to cost you.