Four tips for resolving workplace conflicts
In the process of dealing with conflicts and resolving conflicts, as a leader, you should pay attention to the following measures and skills:
1. To do a good job in revealing the degree of the problem
People often say that finding problems is ability, and solving problems is courage. However, the internal operating laws of the development of things are often not so simple. If it is terrible that leaders dare not reveal problems and solve problems, then only taking the courage to expose small problems and solve problems as the leader's courage will make things move forward. The opposite is equally terrifying. The key to being good at revealing problems lies in grasping the degree of invisibility. "Ignoring problems and conflicts and daring to expose contradictions will result in insufficient motivation for the innovation and development of the unit.
2. Can "settle" all aspects of things
Communication and coordination is a necessary condition for the success of leadership work, and it is the most critical and most involved link in leadership work. If you coordinate well with your subordinates, your subordinates will support you, obey you, follow you wholeheartedly, coordinate your superiors well, and get your superiors. If you are satisfied, your superiors will value you, recognize you, reuse you, promote you, coordinate the departments at the same level, and form a harmonious and harmonious working atmosphere. In the final analysis, the art of coordinating leadership is to "settle" the contradictions and conflicts that appear in the work according to the time, place, and person, and actively guide the establishment of good interaction within the organization, between organizations, and between personnel, and to coordinate and cooperate. relation.
3. To resolve conflicts fairly
When a leader resolves disputes and conflicts between subordinates, he must be “balanced” and convince others with reason. Otherwise, if he is biased, emotional, and supports one side and opposes the other, he will easily get caught up in the vortex of contradictions. It is difficult to extricate oneself in the middle, which makes things more complicated and conflicts more intensified. One party will inevitably refuse to accept or oral dissatisfaction, which reduces the leader's own prestige, disintegrates internal cohesion, and develops gangs and gangs. When friction occurs between subordinates When confronted, the leader must first keep calm, and don't panic or get angry because of it, otherwise, your emotions will add fuel to the fire on both sides of the conflict. At this time, you might as well treat it coldly, in a calm and calm manner, giving people the feeling that this matter is not a problem, so that people will more believe that you can handle it fairly.
4. Don’t care about all the contradictions
In reality, some conflicts between subordinates are not work conflicts, such as conflicts between lovers. Don't intervene easily. Once intervened, it is very likely that they will be trapped or even locked up, because it is difficult for honest officials to interrupt household chores. Of course, these non-work-related conflicts among subordinates do sometimes have a negative impact on the work, so as a leader, you should do your ideological work from the perspective of affecting the work, and give goodwill reminders when necessary.
