Get To Know Your Employees With These 20 Non-Awkward Questions Constructive Conflict Benefits

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Constructive Conflict Benefits

Does constructive conflict exist in your organization, in your department, in your team, in your silo or in your group? Or, do you lead, manage or manage an environment where a big, happy family, where everyone agrees, always smiles and says yes?

If you are not experiencing constructive conflict in your workplace, you are probably not making quality decisions, nor are you encouraging your colleagues to commit to implementing the decisions you make.

There is no question that many leaders, managers, supervisors and employees often avoid conflict. They avoid conflict, feel uncomfortable about going against the grain, rocking the boat, or are considered a troublemaker or not a team player.

Conflict avoidance

Much of a person’s resistance to conflict is related to people who, while growing up, were subjected to constant violent arguments, disagreements and fights between their parents, primary care givers, relatives or friends, and as a result became afraid, afraid. , are threatened or feel unsafe around people who raise their voices in arguments, disagreements, disagreements and verbal abuse.

Now, as adults, many of these people resist conflict because, often unconsciously, their childhood fears and anxieties come out in workplace situations where conflict arises. Therefore, in the workplace, and in other areas of life, they will do what they can to avoid or deny conflict. They delay, keep quiet, accommodate others, or often nod in agreement. They come together to get along, and choose to remain silent when faced with real or perceived conflict. They see conflict as unhealthy and threatening to their personal or professional sense of safety, security and well-being.

So, two things need to be said:

· Past and present. When dealing with conflict, it’s important to be mindful and aware of the dynamic at play and realize that fear of conflict at work tends to be old things that come up. Working to face and act on one’s fear and resistance with a qualified coach or counselor can lead one to “metabolize” their childhood fear, understand what it is and choose to engage in conflict without fear of retaliation, being “bad” or “wrong.”, or being physically or verbally hurt in some way, shape or form.

· Constructive conflict is not only a requirement for optimizing the decision-making process, but as leaders, managers and supervisors, you have the responsibility to promote opposition in your organization, your team or your department.

There are people who are not conflicted. But, how do you resolve disagreements or misunderstandings, and create partnerships, when some people want to avoid conflicts at all costs?

Engaging people with immunity

One strategy for engaging people who are resistant to constructive conflict is to teach (and allow) them to be “contrarian.” You can ask questions, encourage and allow them to take an opposing point of view, to play devil’s advocate and talk about an issue from another point of view.

You can ask people to role-play your competition and present a conflicting perspective that your competitors can take.

You can ask others to explore what the scenarios are, no matter how far-fetched they may be.

The point of constructive conflict

It is important not only to involve all the necessary players in the decision-making process but also to ensure that all the decision-making bases are covered even though some people may initially be uncomfortable or experience some difficulties. in the process. It is important that people are not seen, or made to be seen, as bad or flawed but as valuable contributors to the process. It is also critical to create a safe and trusting environment where people can open up and say what’s on their mind without fear of rejection, retaliation or unfair personal judgments or criticism.

One goal of developing constructive conflict is to put all of their cards on the table, disagree, disagree, differentiate, be ambiguous, challenge conventional wisdom and express their views or perspective regardless of their role, position or position. place in the hierarchy. In an environment of constructive conflict, ideas can be rejected, disagreed with, contradicted, etc., but not silenced, cut off or shut down.

What is Constructive conflict?

Constructive conflict:

…openness, tolerance, acceptance and non-judgment are good for the “goodness of order.”

…focuses on ideas, not personality.

…allows for disagreement

…follows the basic rules of socializing.

…respect each other.

…promotes and encourages divergent and lateral thinking and different perspectives.

…takes place in a living laboratory where people learn how to engage in constructive conflict and learn about themselves in the process.

…be intentional about repairing any damaged relationships that may arise or result from the process.

…reasonable where everyone is heard and all ideas are considered, even if not everyone may be satisfied with the final decision.

… open and transparent.

…holds people accountable for their role in the process.

…supports the process of building relationships and meaningful dialogue

The idea behind constructive conflict is to create a safe and trusting environment where everyone is heard to improve the decision-making process and get buy-in and commitment from participants for the implementation of the decision.

Constructive conflict, when implemented properly, can foster commitment and cooperation. Leaders, managers and supervisors would do well to consider constructive conflict as a process to drive change in which all parties are “drivers, not passengers”.

So, some questions for self-reflection are:

·How do you feel, personally and professionally, about conflict? Good, bad, indifferent? Why?

·Do you encourage others to be “contrarian”, “argue on the “opposite side”, etc.? Are you open to divergent thinking? If not, why not?

·What was your experience of conflict while you were growing up?

·Do you take the “other side” to positively and thoughtfully proceed in a discussion or decision-making process?

· What is the culture of your organization, your team or department around conflict, or constructive conflict?

· Are you always or mostly an “I’m right” individual at work, (at home or at play)?

· Do you see conflict as an opportunity?

·Do you avoid, avoid or prevent conflict at all costs?

· Does your need to achieve at work promote collaboration or conflict with others?

· Are you a good listener?

· Does your organization provide conflict resolution training? If not, why not?

· What was the most recent conflict you were involved in that was resolved successfully? What is your role?

· When involved in a conflict, are you able to separate the personality from the issues?

(c) 2008, Peter G. Vajda, Ph.D. and SpiritHeart. All rights in all media are reserved.

You may reprint this article as long as the article is printed in its entirety, including author information.

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