Mkers willing to grpple with the issues
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Билет 10.
Conflict. Unit 10.
- The common causes of conflict in companies and organizations
The most common causes of disputes at work: is unrealistic expectations about what a contract can deliver; lack of flexibility, when expectations are not being met; communicating badly or not communicating at all; a change in personnel; change of management structures.
- Mediators help to resolve business conflict
Mediator – посредник
As a mediator, you have to exercise patience and you have to work skilfully with the parties to get a full understanding of not just the history, but particularly the benefits of resolving the dispute for the future.
Three key elements that help solve business disputes: creating focus, for a sufficient period of time: creating the right atmosphere for difficult conversations to take place; and making sure you have decision-makers willing to grapple with the issues.
- Some advice about handling conflict
- Don't set up a meeting if it is something that you can deal with informally. Listen to all sides first, separately, so you can understand each person's views and feelings. Then set up a meeting. Don't jump to any conclusions before you go in.
- Too often, people think about what they want done to the other person. Instead,
you need to get people to think about what they need from the other person and what they can offer the other person to help move things forward.
- When you handle conflict, don't think of it as fighting a battle, but as a service you can offer your employees. Make sure you are consistent in how you handle conflict across the organisation.
- Try not to talk down to people.
- You need to check what is motivating people. Sometimes an issue just begins to appear, but it's got deeper roots.
- Explore what is happening like someone who really wants to move things forward, not like an investigator. Go in, ask some questions, find out what's happening, if possible from both sides of the argument. Win people's trust early on.
- Treat people with respect The best way to do that is to listen to what they're saying and to try to get in their shoes.
- Try to find a win-win scenario. You want both people to go away happy and for it to be good for the organisation. There must be no favouritism.
- What you really want people to tell you is three things: what's happening, their perception of what's going wrong, and what can be changed.
- Managers shouldn'tjump to conclusions. Sometimes a person will come to see them to say they have an issue with someone and they decide what they are going to do without checking with the other person. There are two sides to every story.