| Conflicts are inevitable. We seem to get into conflicts | | | | successfully resolved |
| of various degrees pretty much all through our lives. | | | | - Helps people to develop new skills and understand |
| The word conflict usually brings up negative | | | | new domains |
| emotions. However, conflicts are not inherently bad. | | | | - Encourages cooperation to address challenges as |
| They are a necessity for progress. What makes | | | | opposed to uncooperative behaviour |
| conflicts critical is how you handle them. Good conflict | | | | - Helps release anxiety and stress |
| management is not avoiding conflicts; it is rather about | | | | Conflict management training allows learners to go |
| knowing how to respond to them. In business, conflict | | | | through simulated conflicts in controlled environments. |
| management training is critical as you can significantly | | | | This is a great way to experiment with various |
| increase inter-communication efficiency and create a | | | | responses and see what works best. Trainers can |
| better atmosphere to work in. This also helps team | | | | benefit from established techniques identified and |
| building. | | | | included in conflict management training materials to |
| Conflicts are inevitable. We seem to get into conflicts | | | | streamline their training with interactive exercises and |
| of various degrees pretty much all through our lives. | | | | content. |
| The word conflict usually brings up negative | | | | Various ways have been proposed to address |
| emotions. However, conflicts are not inherently bad. | | | | conflicts. The best way to learn each technique is to |
| They are a necessity for progress. What makes | | | | try it out in real life scenarios. The following are a |
| conflicts critical is how you handle them. Good conflict | | | | number of important methods: |
| management is not avoiding conflicts; it is rather about | | | | Set specific goals and understand what you want to |
| knowing how to respond to them. In business, conflict | | | | gain out of each interaction |
| management training is critical as you can significantly | | | | Communicate frequently with others to reduce |
| increase inter-communication efficiency and create a | | | | misunderstanding |
| better atmosphere to work in. This also helps team | | | | Sometimes you need to agree to disagree. Leave it at |
| building. | | | | that. |
| This article explores indicators of conflicts, what you | | | | - Be honest about concerns |
| can do to handle them and how to reach consensus. | | | | - Get egos out of the way |
| The first step in conflict management is to know you | | | | - Set an example for others by remaining calm and |
| are in a conflict. The following are a number of conflict | | | | factual |
| indicators: | | | | - Never exaggerate as this will only shift the |
| - Disagreements, regardless of issue | | | | conversation to argue about your exaggeration |
| - Open disagreement | | | | - Stress the importance of following policy |
| - Conflicts over values | | | | - Be honest |
| - Specific body language | | | | - Give more information than is required. This will make |
| - Strong public statements or sharing sensitive data | | | | you appear more honest and helpful |
| with others | | | | - Don’t attempt to undermine people. They will |
| - Power struggle | | | | certainly remember you for this. |
| - Increasing lack of respect | | | | - Discuss your differences in values clearly and openly |
| - Vague and undefined goals | | | | To reach consensus and improve your conflict |
| - Keeping others in the dark | | | | management, follow these guidelines: |
| As stated earlier, conflicts are not always bad. They | | | | - Avoid a win/lose mentality. Always go for win/win |
| are necessary to resolve issues and progress to | | | | - Don’t change your mind just to avoid a conflict |
| newer territories. However, certain conflicts can be | | | | - Don’t switch to majority voting as soon as |
| quite destructive. An ideal conflict management should | | | | there is a conflict. Sometimes democratic decision |
| handle destructive and constructive conflicts | | | | making is not the solution. You would be better off by |
| appropriately. Here is what you need to consider: | | | | sharing more information with others and work |
| Conflict is destructive when it: | | | | together to reach a consensus. |
| - Polarizes people and teams, reducing cooperation | | | | - Encourage the attitude that holding different views is |
| - Undermines people or their moral | | | | a healthy way to progress forward. You don’t |
| - Leads to lack of respect for others | | | | want everyone to always believe in the same thing. |
| - Takes a lot of time and focuses people’s | | | | - Avoid using your position, expertise or experience as |
| attention away from important activities | | | | strong points to support your case. Discuss your view |
| - Increases and highlights differences and creates an | | | | as logically as possible. Your case must stand on its |
| atmosphere of you against us | | | | own legs, not because an important person such as |
| - Leads to aggression, negative emotions and in | | | | you says so. |
| extreme case, violence. | | | | Use these guidelines to improve your conflict |
| Conflict is constructive when it: | | | | management or enhance your conflict management |
| - Leads to solutions and clarification | | | | training. You can setup a course for your team to |
| - Leads to better understanding of challenging issues | | | | improve their skills in this area by using conflict |
| - Increases respect for others through understating | | | | management training materials. This can also benefit |
| new viewpoints | | | | team building activities or courses. |
| - Brings people closer together after conflicts are | | | | |