:
Conflict is inevitable, both in the workplace and in our personal lives. Learning how to handle, manage, deal with, and/or resolve conflict is a critical skill for any leader.
A lot of leaders make the mistake of using the same conflict management strategy for all kinds of conflict. There are actually three types of conflict, each requiring a different approach:
1. Conflict of emotion:
Conflicts often involve both substance and emotion. When emotions are high, i.e., anger, fear, distrust, defensiveness, it's almost impossible to use a rational problem solving approach. When emotions are high, the adrenaline flows faster, and blood and oxygen are diverted from our brains. This physical response is great for getting ready for a barroom brawl - but it's a terrible way to solve a problem.
However, this is exactly the mistake many (men in particular) make when trying to use a "let's fix the problem" approach to a conflict of emotions. When it doesn't work, they then get frustrated and angry at the "lack of cooperation" and unwillingness to "calm down" from the other party.
Instead of jumping right to problem solving, a better approach is to use active listening skills to deal with the emotions first. Active listening means paraphrasing, asking questions, and seeking to understand both what the person is saying (the substance) and how they are feeling (the emotion). Actually, there are times when that's ALL someone needs from another person, just to be listened too. But if there is a problem to be solved, dealing with the emotions first sets the stage for problem solving.
2. Conflict of needs:
A conflict of needs is the rationale, substantive part of conflict. It also starts out as a conflict of emotion because people get caught up in a conflict of solutions that don't address each person's needs.
Here's an example:
Teenage daughter: "I need the car to go shopping today"
Dad: "Well, you can't have it, because I need the car to run my errands".
Teenage daughter: "You NEVER care about me, you're the worst Dad in the world, etc...."
In this case, both parties needed transportation to run some important errands. Using Dad's car was only one solution. Other solutions could have been using Mom's car, getting a ride from a sibling, or taking the bus.
The key skill to use when resolving a conflict of needs is to re-frame the conflict from looking at a lose-lose single solution to a win-win solution that satisfies both needs.
3. Conflict of Values:
Conflicts of values are are often deeply held beliefs about things like religion, politics, social issues, and other strong opinions about what is "right" and what is "wrong". While it's often constructive to listen to seek to understand another person's point of view, people will rarely change their minds in a conflict of values. There is no "problem" to solve or need to satisfy. However, too many people think they can use their persuasion skills or ability to shout louder than the other person to turn someone to their point of view. It rarely, if ever works.
So, the next time you have a the opportunity to wade into a conflict - either proactively or reactively, ask yourself what kind of conflict(s) are you dealing with. Then, choose the right strategy for the situation.
From India, Mumbai
6Conflict is inevitable, both in the workplace and in our personal lives. Learning how to handle, manage, deal with, and/or resolve conflict is a critical skill for any leader.
A lot of leaders make the mistake of using the same conflict management strategy for all kinds of conflict. There are actually three types of conflict, each requiring a different approach:
1. Conflict of emotion:
Conflicts often involve both substance and emotion. When emotions are high, i.e., anger, fear, distrust, defensiveness, it's almost impossible to use a rational problem solving approach. When emotions are high, the adrenaline flows faster, and blood and oxygen are diverted from our brains. This physical response is great for getting ready for a barroom brawl - but it's a terrible way to solve a problem.
However, this is exactly the mistake many (men in particular) make when trying to use a "let's fix the problem" approach to a conflict of emotions. When it doesn't work, they then get frustrated and angry at the "lack of cooperation" and unwillingness to "calm down" from the other party.
Instead of jumping right to problem solving, a better approach is to use active listening skills to deal with the emotions first. Active listening means paraphrasing, asking questions, and seeking to understand both what the person is saying (the substance) and how they are feeling (the emotion). Actually, there are times when that's ALL someone needs from another person, just to be listened too. But if there is a problem to be solved, dealing with the emotions first sets the stage for problem solving.
2. Conflict of needs:
A conflict of needs is the rationale, substantive part of conflict. It also starts out as a conflict of emotion because people get caught up in a conflict of solutions that don't address each person's needs.
Here's an example:
Teenage daughter: "I need the car to go shopping today"
Dad: "Well, you can't have it, because I need the car to run my errands".
Teenage daughter: "You NEVER care about me, you're the worst Dad in the world, etc...."
In this case, both parties needed transportation to run some important errands. Using Dad's car was only one solution. Other solutions could have been using Mom's car, getting a ride from a sibling, or taking the bus.
The key skill to use when resolving a conflict of needs is to re-frame the conflict from looking at a lose-lose single solution to a win-win solution that satisfies both needs.
3. Conflict of Values:
Conflicts of values are are often deeply held beliefs about things like religion, politics, social issues, and other strong opinions about what is "right" and what is "wrong". While it's often constructive to listen to seek to understand another person's point of view, people will rarely change their minds in a conflict of values. There is no "problem" to solve or need to satisfy. However, too many people think they can use their persuasion skills or ability to shout louder than the other person to turn someone to their point of view. It rarely, if ever works.
So, the next time you have a the opportunity to wade into a conflict - either proactively or reactively, ask yourself what kind of conflict(s) are you dealing with. Then, choose the right strategy for the situation.
From India, Mumbai
Hi
That is an insightful sharing and particularity relevant from a business point of view in the context of negotiations.
In any real or perceived conflict the key is to listen, reflect and then respond. With annual appraisal time fast approaching, many of you can take a leaf out of this posting and defuse potentially damaging conflicts into a more productive interactions resulting in a win win situation.
You are also welcome to visit the following Inspirational and Motivational blogs to find positive inputs that can help you enhance e your personal effectiveness.
www.actspot.wordpress.com
www.poweract.blogspot.com
Regards
From India, Mumbai
That is an insightful sharing and particularity relevant from a business point of view in the context of negotiations.
In any real or perceived conflict the key is to listen, reflect and then respond. With annual appraisal time fast approaching, many of you can take a leaf out of this posting and defuse potentially damaging conflicts into a more productive interactions resulting in a win win situation.
You are also welcome to visit the following Inspirational and Motivational blogs to find positive inputs that can help you enhance e your personal effectiveness.
www.actspot.wordpress.com
www.poweract.blogspot.com
Regards
From India, Mumbai
Conflict is an impacting activity; avoidable, yet a real time wasting activity, be it home or office. Existing interpersonal relationship contributes significantly to the presence or absence of conflict.
If prevailing relationship between concerned persons is good, conflict seldom occurs.
With strained relationship, at the drop of a hat, conflict appears.
If within individuals, EGO builds up, then it sans all reasoning.
In such moments there is a fourth cause attributed to EGO as a reason for conflict.
Egocentric persons lose no time in starting a conflict.
Readers may enjoy an old adage given in the attachment.
V.Raghunathan .. Navi Mumbai
From India
If prevailing relationship between concerned persons is good, conflict seldom occurs.
With strained relationship, at the drop of a hat, conflict appears.
If within individuals, EGO builds up, then it sans all reasoning.
In such moments there is a fourth cause attributed to EGO as a reason for conflict.
Egocentric persons lose no time in starting a conflict.
Readers may enjoy an old adage given in the attachment.
V.Raghunathan .. Navi Mumbai
From India
It is indeed an enlightening sharing on proper perspective on conflicts.In all the conflicts, one common factor that retards progress towards conflict resolution is the state of EGO which both the parties to the conflict unknowingly slip into.Therefore they need to be come aware of this factor immediately when a conflict ensues and that helps them initiate conflict resolution steps like listening or empathising or sacrificing etc.
B.Saikumar
HR & labour Law Advisor
Mumbai
From India, Mumbai
B.Saikumar
HR & labour Law Advisor
Mumbai
From India, Mumbai
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