By
Bill Fields
Submitted On February 16, 2011
Conflict situations in the workplace can arise for a variety of reasons, including:
* Inadequate performance
* Inappropriate behaviour
* Missed assignments
* Misunderstood objectives
* Conflicting priorities
* Competing agendas
* Opposing viewpoints
* Discordant personalities
In order to defuse a workplace conflict:
* De-escalate emotions
* De-personalize the situation
* Focus on the observed performance or behaviour
* Seek points of agreement
* Refer to the original Plan or goal
* Re-visit the Code of Conduct
If the situation lacks an agreed-upon Plan or the goal was open to interpretation or a Code of Conduct was not originally established, then these could be the root cause of the conflict. In such circumstances, these foundation pieces probably need to be developed before the conflict can be resolved fully.
If a Plan and a Code of Conduct previously were established, then these can serve as the impartial reference points in framing a conversation.
* Cycled back and re-affirm the objectives and deliverables in the Plan.
* Explore the types of support that might be required to execute these successfully.
* Review the elements of the Code of Conduct.
* Establish consequences.
* Secure a re-commitment.
Once the emotion has been drained from the situation and a rational discussion has ensued, it might be recognized that what seemed to be a conflict was, in fact, differing perspectives. This is positive conflict in that diversity of viewpoints may lead to the discovery of a higher quality solution.
A conflict situation can be a very uncomfortable dynamic and many people prefer avoidance. But a conflict won't fix itself, so a conversation really is required. The described approach generally will prove successful in defusing conflict. Try it.
* Inadequate performance
* Inappropriate behaviour
* Missed assignments
* Misunderstood objectives
* Conflicting priorities
* Competing agendas
* Opposing viewpoints
* Discordant personalities
In order to defuse a workplace conflict:
* De-escalate emotions
* De-personalize the situation
* Focus on the observed performance or behaviour
* Seek points of agreement
* Refer to the original Plan or goal
* Re-visit the Code of Conduct
If the situation lacks an agreed-upon Plan or the goal was open to interpretation or a Code of Conduct was not originally established, then these could be the root cause of the conflict. In such circumstances, these foundation pieces probably need to be developed before the conflict can be resolved fully.
If a Plan and a Code of Conduct previously were established, then these can serve as the impartial reference points in framing a conversation.
* Cycled back and re-affirm the objectives and deliverables in the Plan.
* Explore the types of support that might be required to execute these successfully.
* Review the elements of the Code of Conduct.
* Establish consequences.
* Secure a re-commitment.
Once the emotion has been drained from the situation and a rational discussion has ensued, it might be recognized that what seemed to be a conflict was, in fact, differing perspectives. This is positive conflict in that diversity of viewpoints may lead to the discovery of a higher quality solution.
A conflict situation can be a very uncomfortable dynamic and many people prefer avoidance. But a conflict won't fix itself, so a conversation really is required. The described approach generally will prove successful in defusing conflict. Try it.
Diamond Management Institute develops high-performance
organizations through customized management consulting, strategic and
operational planning, leadership development, and employee training
solutions. We are passionate about improving performance and
effectiveness - for organizations and for individuals.
Contact Bill Fields, President at 905-820-8308 or http://diamondmanagementinstitute.com
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http://EzineArticles.com/expert/Bill_Fields/936591
Contact Bill Fields, President at 905-820-8308 or http://diamondmanagementinstitute.com
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