Download e-book for iPad: Conflict 101: A Manager's Guide to Resolving Problems So by Susan H. Shearouse
By Susan H. Shearouse
We know clash is unavoidable...especially within the place of work. no matter if it's a struggle over assets, a confrontation approximately the best way to get issues performed, or a controversy stemming from perceived changes in identities or values, it's a manager's function to navigate relationships, and construct compromises and collaborations. clash one hundred and one offers readers the instruments they should verify not just that staff get backon tune, yet that disagreements breed confident effects. Readers will tips on how to: construct belief Harness damaging feelings motivate apologies and forgiveness Use a solution-seeking technique Say what should be acknowledged Incorporating anecdotes taken farom the author's 20 years of expertise as a clash solution specialist, the ebook is helping readers extra deeply know the way clash is created, the best way to reply to it, and the way to control it extra successfully.
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Extra resources for Conflict 101: A Manager's Guide to Resolving Problems So Everyone Can Get Back to Work
An employee storms into your office, upset about a policy that, as far as she is concerned, just isn’t working. You listen. She continues talking; you continue to listen. In the back of your mind, though, you are thinking, “I don’t know what we can do to fix that. ” She keeps talking and you keep listening. Finally she looks at you with relief and says, “Thanks for listening. I feel better. ” You didn’t do anything, and somehow the situation is now okay. You are left wondering what happened. Usually in a conflict or disagreement, as we look for an acceptable solution, we focus on the substance of the outcome.
From her perspective, you respected her and her opinions enough to give her your time, to listen to her. That is just what she needed. To provide that emotional satisfaction, you need to: > Create a safe place for difficult discussions. Some simple ground rules or guidelines can help: avoid personal attacks, keep an open mind, respect others’ opinions, speak for yourself. > Listen. Put aside your own thoughts and opinions. Turn away from the computer screen or the text message and give the person your undivided attention.
Manage expectations. Identify what people expect, clarify realistic and unrealistic expectations, lower expectations that are unreasonable. > Establish joint goals and common purpose. How does the question or disagreement relate to the work of the organization? Be clear that decisions ultimately are made to support the organization’s work, not for any other agenda. org 42 U N D E R S TA N D I N G T H E DY N A M I C S O F C O N F L I C T indeed. In the experience of the executive team responding to the budget crisis, each member reported that the solution developed by the team was satisfactory—that is, it met enough of their needs and interests to be acceptable to all.