DEVELOPMENT
Conflict When issues go unnoticed or good behaviour and hard work is left unacknowledged , disputes arise . There may be public quarrels , complaints and team factions at this stage of real conflict .
To diffuse the situation , a manager can intervene in a safe , facilitated space to depersonalise the problem . Bringing the parties in conflict together to talk openly about their issues can be a breakthrough point for unvoiced concerns previously brushed under the carpet . The manager should encourage ground rules of mutual respect , confidentiality and uninterrupted speaking time . When listening to each party , it ’ s crucial not to make assumptions and summarise back what you ’ re hearing to ensure correct understanding of the situation . up . A lack of understanding from managers coupled with what may look like an apathetic assistant – who is really struggling deep down – can cause conflict to arise .
It ’ s important for EAs and your counterpart leaders to be able to spot the signs of stress . Noticing behaviour changes , promoting a psychologically safe environment and nipping disagreements in the bud are some ways to manage employee wellbeing and the onset of workplace conflict .
Let ’ s look at the issue in more depth , through the three-stage life cycle of conflict :
Pre-conflict This is the earliest phase of conflict . Usually happy , resilient and collaborative staff seem less present in their day-to-day duties . Something ’ s not quite right in the working atmosphere – a member of staff is turning up late , reacts snappily to a co-worker or appears to be less engaged with a client than before .
At this early stage , it ’ s important to be curious and listen actively . Retaining a level of objectivity and empathy is crucial to kickstarting some critical conversations about behaviours and emotions .
Post-conflict This reflective stage allows all parties involved to look ahead and establish a basis of trust , cooperation and goodwill going forward . After the storm has passed , the leader involved should role model compassion , care and calm to parties . If a positive and protective culture is presented to employees , with space to share their stress and worry , then a cohesive and resilient partnership will develop in turn .
So , how can we cope and get back to managing business effectively ?
Keeping these five steps in mind will help to deal with stress-related conflict :
w Make sure to check in regularly . A simple : “ How are you doing , really ?” can have a huge impact . w Reward hard work with praise , be it through words , monetary benefit or otherwise . w Actively listen to those in conflict and retain a level of objectivity and impartiality . w Be empathetic . Try and put yourself in the other person ’ s shoes , ask questions and disagree well . Don ’ t make assumptions and summarise back what you ’ re hearing from your colleagues . w Depersonalise the problem . A shared problem will result in a shared solution .
In summary , conflict may be inevitable in the workplace – but if we can keep stress at bay and deal with problems constructively and compassionately , it needn ’ t be detrimental to our individual and business productivity , wellbeing and success .
Now , let ’ s get back to spinning plates …! S thetcmgroup . com
Winter Issue 2022 | Executive PA 59