How to prevent and resolve workplace conflicts skillfully?

Nothing in the world is difficult for one who sets his mind to it. Michael Riggs, a British crisis management expert, famously said that taking every step is the best way to resolve conflicts. Indeed, many companies fell down because of the conflict, but more companies survived the conflict. The key is not to fight an unprepared war. No matter how complicated the difficulties are, there is a certain process to deal with them. As long as every step in the process is done, it will become easier to deal with contradictions. Some managers certainly don't believe it, because they have suffered from conflicts for a long time and are often driven to collapse by conflicts. This is also the reason why I often advocate that management methods should keep pace with the times. After the research of modern management experts and the analysis experience of many managers, a set of practical conflict management process is produced, which is divided into six steps. These six steps are highly refined, applicable to all kinds of conflicts, and nuanced, grasping the core of conflict problems, and worthy of being applied to practice by every manager.

Step 1: Accept opinions and listen to them. If the manager intervenes in the conflict as an outsider, it is most appropriate to communicate directly with the parties and listen to their views and opinions in order to obtain the most intuitive conflict information at first hand. There are no two identical conflicts, and any information in the conflict will make the conflict unique. The views of the parties can clearly reflect their psychological state and attitude. The attitude of the parties is very important. If they have a cooperative attitude, they can save a lot of energy for managers. If they are still angry, then managers should think about how to appease the emotions of the parties. And if the manager himself is deeply in contradiction, it is even more important to put down his posture and ask the other party's opinion so as not to interrupt communication. As long as there is communication, there is great hope for conflict management. In any case, managers should have a strong desire to dig deep-seated information in all aspects of conflicts, not just superficial, but deeply understand the causes and processes of conflicts.

Step 2: Find out the contradiction and the direction. What are the types of conflicts? I believe this problem can deter many managers. Even if the latter is experienced, it is difficult to handle all kinds of conflicts well, and at most, they have a deeper understanding of several conflicts, so this step is to identify the types of conflicts first. Specifically, conflicts can be divided into these categories: psychological conflicts (individuals and themselves), interpersonal conflicts and group conflicts. Literally, the complexity of these three conflicts is increasing. Because the conflict has a very remarkable feature, that is, the more people participate, the scale of the conflict will naturally rise, and the intertwined interests disputes will be more serious. It is necessary to identify what kind of conflict this is through the information obtained in the first step. With the type, the scope of the conflict can be determined, and then managers should find the right direction and think about how to limit the conflict to this range, at least to prevent the conflict from expanding in a short time and affecting more people. To some extent, this is also a way to stop loss.

Step 3: Analyze the conflict and go straight to the core. Finding the direction is necessary, but obviously not enough. Managers can get a wealth of information from the first step, but whether all this information is useful is a question mark. Managers should use their brains quickly, sort out the repeated information and sort out a clear context, which is a simple and direct conflict management model-parties, roots, main contradictions and possible results. In this way, a lot of useless information is filtered out and real practical information processing is realized. What is the purpose of having a model? Find the core! The core is the main contradiction of the conflict. No matter how much trouble there is between the two sides of the conflict, it is nothing more than the difference in the main contradiction. It is too late to reach a satisfactory solution for both sides, which makes the contradiction turn into a conflict. Managers just want to trace back to the source and find out what both sides want, which are inseparable from repeated research on the core. At the end of the third step, the manager, like an expert, thoroughly explored the objective law of conflict and knew it like the back of his hand.

Step 4: Choose the method and determine the strategy. When managers deal with conflicts, they seem to be fighting them. Since this is a battle, the method is very important. Still can't do without the first three steps. Mastering the core of conflict means mastering the essence of conflict, and the method is to "tailor-made" the core. There is a saying, how to kill a chicken with a knife. However, conflicts are big and small, and their importance is basically the same. Just because a conflict is a psychological conflict does not mean that it is less important than a group conflict. Managers should change their thinking and attach importance to both strategy and tactics. In order to handle conflicts perfectly, you can also try using "cannon to kill mosquitoes". Whether it is emotional communication, nothing, or any other strategy, it depends on the manager's own judgment. This ability is honed through repeated management practices.

Step 5: Coordinate contradictions and reach a consensus. With the method, managers will have a big fight. Managers must first talk to both sides about two facts. One is that in the event of a conflict, both sides have the responsibility to clarify their responsibilities. The other is that conflict will bring losses to enterprises and harm the interests of both parties to the conflict. This is the best way for managers to take the initiative, and both sides of the conflict can't continue to fight for their respective responsibilities and interests. The only way is for managers to take these out first. Then, the manager uses real conflict management means to give a satisfactory plan for both parties and reach an agreement again. With a new consensus, contradictions will naturally disappear.

Step 6: Summarize experience and improve the system. Many managers do the fifth step, and when the contradiction is solved, they think that everything is fine, but it is not. Managers should regard every conflict as their own management deficiency. Conflict-free is the highest state of management. Although we can't reach it, we yearn for it. From dealing with every conflict, managers can learn a lot, such as finding their own shortcomings and loopholes in the system. Then, this is the real lesson that managers can improve.

Article source: Langfang recruitment network/news/news-show-1066.htm.