Focus on the whole. Disagreements are difficult if you think of them as personal taunts, but workplace conflicts usually start as differences between goals or processes. Amy Jen Su, managing partner of Paravis Partners and co-author of Own the Room, proposes to focus on something other than the potential damage that a disagreement can cause to your relationship. Think about the needs of companies: why is your disagreement an important debate? How will this help the organization, your team, or the project you`re working on? To be mixed, it is about you; Wanting the best for the company or team is much less selfish. So is it still a simple definition of conflict? We think so, but we must respect the fact that, in its elegant simplicity, there is a complex series of problems to be solved. It is therefore not surprising that a satisfactory solution to most conflicts can be so difficult and time-consuming. Deny the conflict. Such a person hopes that the problem will disappear. Usually, this is not the case. So that`s the wrong approach. But many people take it.
Do you do it? Conflicts arouse strong emotions and can cause feelings, disappointments and hurt discomforts. If managed in an unhealthy way, it can lead to irreparable cracks, resentments, and separations. But if conflicts are resolved in a healthy way, it increases your understanding of the other person, builds trust, and strengthens your relationships. The factual argument is interesting. The two colleagues may have been in the same place, but each remembers it differently. Both think that if they could only convince you and his colleague of their views on the facts, the conflict would be over. The problem is that even if you had been there, it is counterproductive to try to convince others of your point of view, because without new credible information, they are unlikely to change their mind about what happened. The best approach to closing this trap is to get along, disagree and keep going. Being able to manage and reduce stress right now is the key to staying balanced, focused and under control, no matter what challenges you face. If you don`t know how to center and stay under control of yourself, you will be overwhelmed in conflict situations and unable to react in a healthy way.
Whichever tactic you choose, practice in small doses. Be directly into a conversation with low stakes and see what happens. There`s a good chance it`ll go better than you`d expect. And if not, you can learn from the situation and try again. „If I first inquired with you and took all the precautions, wouldn`t you like to take one night off a week so we can have some fun together?“ (Instead of saying, „It`s so boring here, can`t we do something?“) When people are in the middle of a conflict, the words they use rarely convey the problems that are at the heart of the problem. But by paying close attention to the other person`s nonverbal signals or „body language,“ such as facial expressions, postures, gestures, and tones, you can better understand what the person is actually saying. This way, you can react in a way that builds trust and reaches the root of the problem. Engage colleagues, exchange ideas and reinvent the way you work. More information. What if your colleagues expect you to step in as a boss? Your first step is to recognize your authority, but explain the mediation process you have in mind.
You could tell your colleagues that while you have the authority to impose a result on them, you hope to be able to find a solution together that works for everyone.