Here we are in the 21st. Century, a supposedly enlightened race who accept one another's differences and uniqueness - biological, temperamental, ethnic, etc. with open arms. And yet we see that around the world these very differences - those things about each of us that create such a richness and that should unite us into a more complete whole - are still being transformed into conflict and confrontation.
Rather than addressing the need for global conflict resolution - we are all aware of that if we have a television or read anything about what's going on in every corner of the world, I suggest we start closer to home. Workplace conflict resolution can be a do it yourself process whose effects are often felt far beyond the workplace.
Think about the results of a process dedicated to managing the differences between the people in your organization. Those whose behavior and attitude is changed will carry their new mindset forward into their homes, places of worship, and their communities at large. Leaders outside your organization they come in contact with will see the obvious benefits of having more productive relationships through cooperation and they will take this "new" idea to an even wider, and wider, and wider universe of people.
So how can you transform your environment? Before any change can take place we must first recognize that there is a reason, an atmosphere, a problem worth spending the time doing something about. Just because something does not appear to be broken doesn't mean it is operating ay 100%.
Every workplace that is made up of more than one person has employees with different personality styles, differing self-interests, and a set of priorities that are not the same as their colleagues or you. It is also likely that there are those with values different from you, whose cultural norms are not like yours and whose gender is different.
Over time this rich mix of people establishes, in the minds of everyone - the corporate culture, one that identifies who you are as an organization. In many competitive industries customers, when asked why they chose one vendor over another, said it was because they felt comfortable doing business with them. In other words they resonated with who your organization is - the person it looks like in the eyes of that customer.
That's the good news. The bad news is that since the corporate culture was created by the passing of time and the coalescing of personalities and other characteristics, all by osmosis - there is no manual, no control panel where you can flip a switch to correct communications problems that may derail the company's progress.
As new people join the organization they bring their own persona to be added to the mix. Often miscommunications and misunderstandings result simply because they don't yet understand the culture. Stereotyping of these new hires, based on prejudices and experiences of your existing employees may be the result. Or as the new hires attempt to 'fit in" they may make comments which, like those made by the veteran employees - result in some level of conflict.
Not conflict in a guns blazing scorched earth sense - rather a creeping, discomforting, costly fog that will seep into every pore in the corporate culture unless stopped.
The types of conflict I refer to are tension that makes cooperation difficult, distrust resulting in the instant internal dialogue "what did she mean by that" rather than taking the communication at face value. Naturally resentment and even anger are part of the conflict equation. And there are many other emotions playing their parts in the workplace conflict melodrama.
What we all need, it seems to me, is an implant in the space between our ears and our mouth. The implant would have multiple functions. First it would keep our mouth shut when we hear something we would normally respond to in a negative unproductive way. The benefits of keeping a much larger percentage of our thoughts to ourselves can not be over stated.
The implant would the re-route the input to where we keep what little common sense we have. This is the first step in understanding more clearly what someone meant by what they said and possibly even why they said it. When you keep your mouth shut and give people the benefit of the doubt, you can stop 75% of the misunderstandings created by these comments from becoming a problem or conflict.
The next 24% can be handled between the two of you - clearing the air in a productive way so you both understand the point of view of the other. This is a simple to implement process that really doesn't require any special knowledge or insight. Mostly it requires the desire of both people to work together more effectively.
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Successful leaders understand that a key ingredient of success is the development and maintenance of shared goals for the organization's future. "Managing Differences" is a practical guide for reducing the cost of conflict in workplace. If you want to reduce the cost of unresolved workplace conflict and develop , workplace conflict resolution strategies, go to click on the book cover and listen to the 1st Chapter free via streaming audio.air purifier: air cleaner filter
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