Guide to Conflict Resolution Skills and Techniques
An argument or dispute is referred to as a conflict, and it can happen in various situations and places, including the workplace. It's critical to comprehend how to negotiate and settle disputes.
You'll frequently need to read nonverbal and vocal
communication cues, maintain composure and emotional control, and attempt to
comprehend the positions of the disputing parties if you want to resolve
conflicts successfully.
What is Conflict Resolution?
Conflicts may occasionally occur at work when two or more parties have divergent goals, viewpoints, or behavioral preferences. Conflict resolution is the art of handling disagreements and locating a common ground that enables everyone to cooperate harmoniously.
Sometimes the person who settles a dispute may be a third
party or mediator, while other times, they may be a party to the conflict,
using an objective viewpoint to address the issue.
Dr. Job is here today to show you conflict resolution skills and techniques.
1. Active Listening.
Being fully present for the other person's words is
essential to active listening.
Although salespeople frequently use this competency to better connect
with customers during a pitch, any accomplished professional should also be
able to use it.
Maintaining an open mind (as well as open ears!) is the most
important thing you can do to enhance your active listening abilities. To do this, pay attention to the
other person's use of language.
Then, reply in language similar to theirs. That shows that
you paid attention and aids in dispelling any ambiguity regarding the topics
being covered. In addition, remember to clarify any points you're unclear about
and put your attention on figuring out what the other person wants.
2. Favoring action
A bias for action entails actively finding out the following
steps instead of passively waiting for someone else to take action. That could
appear in conflict resolution as a coworker aggressively wanting to fix any
issues they may have caused with another person as soon as possible after
becoming aware that they may have offended them.
A manager might also become aware of a disagreement and
intervene to end it before it has a chance to fester.
3. Emotional Intelligence
Emotional intelligence is recognizing and comprehending your
feelings and those of other people.
This ability is crucial for conflict resolution since it
stops things from worsening. Everyone concerned may think sensibly and
creatively about a solution. Communicating with your adversary without
provoking them will be simpler if you can accurately read their feelings.
4. Perspective-taking
The capacity for perspective-taking is the capacity to
appreciate another person's viewpoint. Consider the possibility that a customer
calls customer support because they are unsure how to use the business's
product. What are their ideas, triggers, and observations?
Even if the customer care representative who answers the
call is well aware of how to utilize the product, they might still gain from
knowing the client's difficulty. These discussions may assist in identifying
areas where product design or training needs to be improved.
5. Patience
People don't like being incorrect, and because of this, they
frequently maintain their position on an issue, making conflict resolution
challenging. You'll need the patience to settle a dispute with someone like
this.
Even if the answer seems straightforward, it's vital to
remember that the problem cannot be resolved immediately. Even when there is an
obvious solution, jumping to a conclusion too quickly might make people feel
excluded from the decision-making process. Ideally, you should give each
speaker their due time and weigh each argument equally.
Taking the time to weigh all your options can help you develop
a long-term solution that will spare you headaches.
6. Facilitation
You may set up your immediate environment to facilitate
dispute resolution. For instance, a manager in charge of two distinct groups
might bring those groups together in a welcoming conference room to discuss
areas of contention on a shared project. Giving people the time and space to
talk can help the argument end quickly.
7. Impartiality
Conflicts might be challenging to end because people don't
always focus on the disagreement.
The conflict may occasionally provide a venue for bringing
up old grievances that have grown between the parties over time. The current
situation cannot be fixed until the previous problems are handled.
It's preferable to keep the disagreement and the parties
involved apart. Please don't concentrate on the individuals and their traits.
Instead, focus on the issue and your search for a solution.
Though it could be necessary to resolve those old problems at some time, don't
put the current issue below those from the past.
Recall the distinction between essential and urgent. The
other significant problems that prevent you from achieving your goals can wait
until you have resolved the urgent ones.
8. Mediation
An impartial third party is involved when a problem is
resolved through mediation. A qualified expert, someone from an outside organization
(like HR), or a party not involved in the conflict who can offer an unbiased
viewpoint can all serve as mediators.
A competent mediator can summarise their hearing and seeing
to show progress and agreement.
Ten steps to conflict resolution
You can use the following steps to settle a variety of conflicts at work:
1. Keep your cool and take a break.
It can be beneficial to take several deep breaths. You can
also relax by drawing your shoulders back and sitting down rather than
standing. Instead of crossing your arms or moving them, keep them open and by
your sides.
2. Locate a quiet, welcoming location where you can discuss the issue.
Others may become distracted by disputes as well as the
resolution of conflicts. Locate a private space where you may work on the
issue. Equitable seating arrangements should be made for those participating in
the conflict settlement. Think about providing water during the chat.
3. Recognize that there is a problem.
It is beneficial for all parties to initially acknowledge
that there is an issue to have the best opportunity to have a fruitful talk.
Start the conflict resolution process by calmly outlining your perspective on
the issue and inviting the other party or parties to elaborate.
Instead of saying, "You never listen to my ideas,"
it's crucial to say, "I feel like my thoughts are not respected."
Instead of blaming the disagreement on one person, try creating a space where
everyone feels safe to express their views.
4. Agree to conclude.
After the issue has been identified, everyone must concur
that a solution is necessary. If you're mediating a dispute and one party is
reluctant to join in the resolution process, you might want to speak with them
privately to understand their position better and how you can persuade them to
participate.
5. Make an effort to comprehend everyone's viewpoint.
The majority of confrontations at work do not involve
malicious intent. Instead, misunderstandings are the primary cause of most
conflicts. It can be simpler to settle a dispute if you use the conflict
resolution skill of active listening and take the time to listen and comprehend
your coworkers' experiences.
6. Note the circumstances that led to the conflict.
Conflict may have resulted from several unidentified
stressors on people. Conflict can be sparked by various factors, including
deadlines, fatigue, family, health, hunger, and burnout. It can be helpful to
negotiate or avoid a potential conflict in the future if you are aware of the
triggers and stressors of the other persons involved.
7. Recognize potential areas of compromise.
Most disputes require at least one party to accept a
compromise to be resolved. At this point in the resolution, the ability to put
aside pride or stubbornness is crucial. If all sides can find a way to
compromise in some way, the outcome will feel the greatest to everyone
concerned.
8. Plan a strategy for resolving the issue.
At this stage, everyone should ideally be thinking about how
they contributed to the problem and what they can do to fix it. Create a plan
of action for addressing the issue, including steps for each side, before you
cease communicating.
The parties may reach an agreement that includes an apology
and requirements for changed behavior to prevent the problem's recurrence.
The manager could schedule 1:1 meetings to listen to
suggestions the employee has recorded throughout the week, for instance, if the
employee feels their ideas are not valued by their management.
9. Make sure the deal is still in effect by checking in.
In conflict resolution, action must be taken. Even if the conversation goes well, its
meaning will be lost if the settlement plan is not carried out. Establishing a
check-in point to review how everyone feels and ensure that everyone is
adhering to the agreed-upon plan within a few days or weeks will help set
expectations.
10. HR or another party should be involved if the conflict persists.
The conflict should be resolved if the stages above are
followed, and conflict resolution techniques are used. However, there may be
instances where one or more parties don't work together, or the dispute
worsens. It is best to consult HR or higher-level leadership in this
circumstance.
In conclusion,
Things can quickly get out of hand when we have a
disagreement that we don't address, whether at work or in our personal lives.
That's why it's crucial to utilize efficient methods of resolving conflicts immediately. Best of luck with conflict resolution!