Conflict situations arise in any team. Sometimes a healthy conflict benefits, leads to discussions and opens up new ways to solve problems. But more often conflicts negatively affect the involvement and work of the team, as well as the efficiency of the company as a whole.

Conflict between a leader and a team may consist of a person’s deep personal beliefs that were formed in childhood. Experienced situations do not go unnoticed. In the organizational system, someone may see in a colleague not a partner, but a father or mother, simply by losing already known scenarios. Thus, the relationship is built on the same patterns exactly until internal changes are made.

Consequences of labor conflicts for leaders:

  • Spending time on resolving conflicts;
  • Loss of productivity;
  • Staff turnover due to the tense atmosphere.

How to behave in a conflict situation?

Several behavioral strategies:

  1. When you make a concession, you put your opponent’s interests above your own.
  2. In rivalry, you put your interests above the interests of the opponent.
  3. Avoiding conflict is inaction.
  4. A mutual concession, when both parties sacrifice something but gain something, is called a compromise. It can be found if there is no tension or aggression between you and your opponent, you are not trying to manipulate each other.
  5. Well, if you and your opponent both decide to find an alternative that will suit everyone, you will become partners and start cooperating.

When choosing a strategy, rely on the level of communication with the opponent (the degree of trust between you) and his willingness to cooperate.

Levels of communication can be as follows:

Defensive. This is what is called “beat or run”. If there is a person in your team who is painfully sensitive to changes and innovations, who closes and reflects in any conversation, this is the same case.

Esteemed. The opponent understands your point of view, but does not empathize with you, although he does not want open confrontation. If you have subordinates who are ready to work, but do not show initiative – they are still at this level.

Synergy. Occurs with a high degree of mutual trust and willingness to cooperate. With colleagues who are worried about the indicators no less than you, such workers are active and proactive.

At the defensive level, it will be difficult to agree with the opponent, so to resolve the conflict, try to raise the level of communication to respectful.

  • Establish the true motive of the opponent.
  • Find out what drives them when needed.
  • Find out where your interests meet and where they coincide.
  • Suggest options for resolving the conflict that suit both.
  • Show readiness for partnership and invite your opponent to take the first step together.

But we should not forget that no measures will work if the leader does not place the necessary emphasis in time. People are the most valuable resource in any organization. Therefore, the task of the head is to convey to employees the core values ​​and corporate norms of the company. The more often the manager communicates with employees, the more opportunities he has to own the situation and resolve any disagreements before they escalate into conflict.

We should not forget about the opportunity to assess the conflict of staff. We have a number of techniques, each of which is an excellent tool for assessing the conflict of personality. We will help to get a fairly complete picture of the conflict of personality.