Meiso - Conflict Resolution: How To Deal With Problems So That Everyone Wins

Lrning t effectively rlv nflit can bt ur rr in a numbr f ways:

• Bttr undrtnding- it expands your wrn f l in n organization. Yu r better bl t hiv ur gl withut undrmining thr l

• Inrd hin with tm mmbr- these kill llw you to gt better with ur team mmbr. They dvl respect fr you nd have fith in your biliti

• Enhn ur effectiveness - th kill uh you t examine your goals in lr detail and hl u undrtnd what i important t you. Thi hrn your focus nd imrv ur fftivn.

Conflict resolution i a mlx diilin. Thr r actually whole univrit dgr nd ilizd ur tht fu ll n this ubjt. Hwvr, th fllwing r tn w u n dvl th imrtnt kill:

• Accept that it may ri- thi i th firt t to resolving diut. Whn u accept nd knw tht conflict may nd will ri, thn u will lw b rd nd rrd t dl with it.

• Establish Ground Rules- t m rul for yourself on hw t deal with a diut whn it d occur. Think f it as n intrnl "speed governor" where to tll urlf tht regardless f what hn, you will dl with th iu at hnd in a ifi manner. Fr xml, t a rule fr urlf not to gt nnd r lose ur tmr. If u are a tm ldr, let th team know th rul tht mut b fllwd when rlving nflit .g. n tm mmbr must ddr nthr disrespectfully nd use insulting lngug.

• Lrn what mk it dtrutiv- destructive nflit m but when th difference h bn rnt vr an extended rid f time and n answer appears nn-xitnt. Yu mut be bl to k digrmnt from dgnrting t this ttu.

• St disagreement bfr it trt- u m have knwldg tht tking some rtin tin r rfrining from taking a rtiulr action m lead t dird. Wigh th potential bnfit and disadvantages then decide whthr it is wrth it.

• Listen t th whl "tr"- a tm leader, litn knl t th whole "tr" frm conflicting rti in rdr t rlv th difference fftivl

• Rlutin mting- organize meetings with tm mmbr you r having nflit with to ifill ddr the disagreement. Thi will prevent thr mmbr f the tm gtting invlvd nd tking id in the nflit
• Examine both viwint- if u find urlf in a itutin where tw member of ur tm r in nflit, d nt pick a side vn thugh u m fl tht n int of viw i more vlid. Exmin the r nd n f both sides f th rgumnt and hl thm arrive at a common position

• Embr compromise- a compromise lutin is usually th bt as it llw both parties t mk u f their id. In ft, in mn cases, mbining two nfliting int actually ld t a better lutin.

• Avid "Mb Phlg"- the managerial trm fr mb hlg is "Gruthink". Thi i whr individual ideas are suppressed in order t m up with n id. Whn a mb m u with n idea, thr i uull no room for ing viwint vn thugh th overall viwint f th mob i lmt always wrong. If you happen t b a team ldr, lw demand tht m l in the tm play th dvil' dvt or rnt n t n id.

• Avid tring t hng l- do nt ttmt to hng mn' point f viw n a rtiulr topic. A a tm leader, u huld actually nurg diffrnt viwint. A lrg pool if id and diverse viewpoints n help you rft a lting solution t a problem.

In case u t conflict thn judge it as a hn to better a predicament or vn a relationship, then you'll undrtk the hurdl f viewing th conflict thrugh, hwvr hard it m b, as u rgniz tht th best benefit of operating thrugh an issue will likely be dvntgu ultimtl fr bth u nd your wrking rltinhi tgthr with th other party.

If, on th thr hnd, you ht nflit and rfr t rest n a bd f intd nil than handle a rblm with a frind, you'll b more inlind t step back a result, mismanage it, r ibl deny it rn. In any , ur negative belief f conflict rvnt u frm dling with it ufull. In dditin, tring clear f nflit only makes it more likl that th problem will till be an origin f competition with no nd in ight. Th iml truth i, nl you n tblih wht conflict implies t u.

Whn an mtin-ldn nflit m ut, a fntti conflict mngmnt thn i u i to tk the tim t lk t n dirt fling r tendencies nd find ut th ifi iu tht' rduing mlitin. A r uird, dingg frm th intnt itutin, gt a rt nd a full brth slowly, nd tud th problem before over rting. Putting w thught and bing worried will lt you dl with the mjrit f minor ffi battles withut annoyance or nging bittrn on each side. It's also wi t rjt a dlibrt, polite way tht th -wrkr will rit muh mr than a flaming tird.

Tk a lk t mediation. Lgl urt, llg, nd rgniztin r switching a lt mr t mditin t hl tk r f iu. Mditr don't mk choices fr l-th hl l mk thir wn diin. In mditin courses, a neutral third individul (r individuals) id th rn in nflit rlv thir problem. Mediators mut be separate nd imrtil. Th might be experts r vluntr wh'v undrgn rigru training. Mditr tull dn't dtrmin n rrngmnt; they nurg diuin, rvid hing, and help th l dtrmin areas f agreement nd digrmnt. A mditin system is rivt. Gt in tuh with a mditr in case th conflict i not ufull mngd without hving outside help. At tim thi i a ruil aspect in conflict mngmnt. It n bnfit t hv somebody not ntimntll focused n th r to m in and shed some light n th itutin.

Cnflit Rlutin huld b dn rrl. Don't vid th conflict, hing it will vanish ntirl. Trust m. It wn't. Even if th nflit has bn urfiill ut t rt, it will rr it ugl hd whenever tr heightens r a nw disagreement ur. An unresolved nflit or interpersonal conflict festers just below th surface in ur wrk environment. It burbles t th urf whenever nbld, and lw t th tught ibl moment. Thi, t, hll pass, i just nt a lutin - vr.