Seven Secrets Behind Interpersonal Conflicts at WorkPosted by Marker Mcknight on June 15th, 2021 "Conflicting views are simply natural, but Conflicts occur once we tend to express our conflicting views emotionally." - Jensen Siaw How more often than not have you encountered difficult colleagues that you just couldn't see eye to eye with? How often perhaps you have gotten into unhappy disagreements with peers, subordinates or perhaps your bosses? How many times have you ever made a job as a consequence of interpersonal conflicts and office politics that left you fed up? If you're human resource manager, a department head, a team leader or in any leadership position as part of your organisation; then you must have spent or are nevertheless spending a significant amount of your time and efforts resolving people issues inside your team. Interpersonal conflicts and office politics should have led to employee dissatisfaction and lower productivity at the office. Wouldn't it be great if interpersonal conflicts and people issues are reduced on the minimum, every team member works happily and supportively, and there's greater work satisfaction and enhanced productivity? Is that possible? YES! CERTAINLY! But how? Let's first take a look at what causes interpersonal conflicts in the office. Below are seven secrets behind interpersonal conflicts and office politics: 1. Differing Beliefs & Values Who were today is shaped by our past experiences that shaped our beliefs and values. With everyone we were young under different environments and experiences, it is only natural which our beliefs and values alter from each other. Yet because beliefs and values are what we should hold dearly to within our hearts, it gets very disturbing when our colleagues' speech and behaviours are not in accordance with our beliefs. Thus conflicts occur. 2. Differing Expectations & Blueprint Because we've different beliefs and values, we also expect what to be achieved differently. In our minds, we now have "blueprints" of how various things needs to be handled and managed. Should Nationally accredited mediators perceive a colleague speaks and behaves in the manner not congruent with your "blueprints", we will place judgments on him. When we judge and stereotype a person, it is very easy to find fault with him, isn't it? 3. Differing look at these guys & Interests Almost many people are inside a work for the core reason of making money. However, we get in the same job with assorted objectives and interests. Some people want to make work and therefore go the extra mile, while some just want to earn a living and only do what is required. Some people target the collective interests of these team, but others hang on very strongly to their personal interests. 4. Differing Needs & Priorities People arrive at the same organisation with assorted needs. he said of us want to fulfill our requirement for significance and therefore proactively get in the good books of bosses and move forward in projects; others wish to fulfill their requirement for security and so just diligently work with what they have to provide and remain low profile. Some staff may place family as priority, however their managers value career more to the point and frown upon them leaving work with time or spending time off for kids. 5. Differing "Mode of Operation" According to Neuro-Linguistic Programming (NLP), people receive and process information and events differently of their brains and so "operate" differently. Some of us communicate visually and say "I we imagine you is able to see my point", although some communicate kinesthetically and solicit feedback by saying "Do you get a feeling of what I am telling?" This is akin to two individuals of various personalities or speaking two different languages. When that happens, miscommunication occurs and conflicts may appear. 6. Psychological Transference As individuals, we unconsciously project our judgments on others. In our childhood and age of puberty, we have to have placed judgments and also have unresolved negative emotions towards some figures inside our lives. When we mature, we feature every one of these with us to your relationships and workplace. Therefore, each time a colleague says something or behaves in the way that reminds us of this human being whom we've got judged or feel negatively towards, we project the judgment onto this colleague and notice the same negative emotion. When emotions be important, conflicting views become interpersonal conflicts. 7. Lack of Emotional Intelligence and Emotions Mastery Because emotions play a huge role in fuelling interpersonal conflicts, somebody that lacks emotional intelligence and don't learn how to manage his emotions could enter conflicts with colleagues easily. Driven by negative emotions, differing views could escalate into open arguments, hidden sabotages and destructive office politics. Reconising the need for emotional intelligence, multinational corporations are already committing to emotional intelligence training and coaching for their staff. They usually walk away which has a more in depth understanding about emotional intelligence, although not really working with their negative emotions. Having identified the seven secrets behind interpersonal conflicts, let's discuss briefly about the "HOW" - what can be practiced to settle interpersonal conflicts in a transformational and deeper level: 1. Empower Minds Help staff to find out more to do with themselves so they really discover why believe that, feel, say and behave the way they do today. With this understanding, you will see more empathy amongst colleagues and most people are encouraged to consider personal responsibility for his very own thoughts, feelings, speech, behaviours, performance and results. 2. Empower Hearts With staff taking personal responsibility for own emotions, empower all of them with emotions mastery methodologies and techniques to handle their negative emotions as they arise. The key here's to face and resolve the emotions, not suppress or pretend they don't exist. The latter will lead to destructive team dynamics and undesirable team performance.Like it? Share it! More by this author |