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we distinguish between latent conflicts,
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undeclared conflicts,
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and open conflicts.
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This video will answer three questions
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how to define a latent conflict,
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how to anticipate it,
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how to diffuse it before it surges too much.
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What is a latent conflict?
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is unexpressed conflict.
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It remains hidden for some or foggy to others,
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so it is not the subject of a clear and shared attempt at resolution.
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Why does it remain latent
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for two reasons.
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Either because the parties refrain
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from expressing their disagreement or frustration
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out of fear of the consequences or of the other's gaze.
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We can sense discomfort,
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but since it is not expressed,
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observers don't know what it's about or where it came from,
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or because the real cause is not understood by the parties.
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people who are under stress
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don't really know what's wrong.
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They didn't put it into words.
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Latent unexpressed conflict is a source of tension
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and unease for everyone in the environment.
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Failing to define and diffuse it quickly means letting it grow bigger.
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What will come out of the seed of this latent conflict
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if it is allowed to develop in a closed environment.
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The tension will increase.
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The defense mechanisms will set in
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and become more and more difficult to circumvent.
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I invite you to intervene quickly
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whether you are at the heart of the latent
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conflict or the manager of the team concerned,
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which brings us to question two
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of how to anticipate these conflicts.
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Some of my coaches in the midst of a conflict admit that they did not see it coming.
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you need antennas for that.
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Listening to the climate within the teams with the clients,
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and the suppliers.
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Is the climate tense or more tense than before anyway?
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Observe the relational dynamic and see if it is changing.
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What about the informal communication by the coffee machine at lunchtime?
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Is everyone present?
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Are people more silent or irritated than usual?
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Observe the body language during meetings.
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Watch the power dynamics of the informal leaders,
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the splits within the team,
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the kind of humor.
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you have to guarantee results,
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but also social.
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Some would say the team spirit,
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and friendliness.
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If you are someone who is sensitive to stress,
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your antenna will certainly be powerful enough to detect the
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level of anxiety and the tension within your team.
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If you have strong self-confidence
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and no need for approval,
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you may not understand how some people are more easily hurt
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by the behavior of others or the lack of empathy and communication.
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You may overlook the extent of this tension.
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If you are very focused on results,
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you may not be able to see the human signals being sent.
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Learn to listen.
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Develop your antenna and surround yourself with allies who will tell
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you when people are struggling or when there's a growing conflict.
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You can also feel there's a latent
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conflict when information is circulating less efficiently,
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when rumors are spreading throughout the team,
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or when absenteeism and sick leave multiply.
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You can question the people around you as often as possible.
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Ask your employees to find out if everything is
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going well in their work and in team relations.
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Ask your peers and clients to regularly confirm
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if the way you collaborate suits them well or if they want to improve certain points.
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You also have the option of using anonymous satisfaction surveys 360.
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Degree feedback,
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I want to point out
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that most audits show that business results decrease
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because of latent conflicts in teams
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and very often between departments.
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Find out how to diffuse the latent conflict
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so that it stops insidiously undermining performance and before
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it erupts in an open and sometimes explosive way.
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Have you observed and understood the presence of a latent conflict in your
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teams and wish to intervene to re-establish a favorable climate of cooperation?
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Three attitudes are to be adopted.
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Carrying out a positive message,
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promoting expression,
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and seeking sustainable solutions.
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Carrying a positive message means reassuring,
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and de-dramatizing.
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Show that conflict is natural and we can find a
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solution for it by taking the time to reflect.
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Show that anything can get better,
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that expressing oneself will always be better than remaining in a tense status quo.
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For your intervention to be well received,
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Remind those involved in the conflict that everyone is affected
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by their attention from the team to the clients.
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Attitude too in latent conflict encourage the expression of disagreement.
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It consists of pushing everyone ideally individually
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to express their struggle and their frustration.
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Sometimes the conflict is latent
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because the person didn't clarify the reason
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for the tension that they are carrying.
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Be skilful in your questioning.
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What's going on?
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What did you not like?
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Promote the naming of emotions.
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I feel that you're tense.
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I feel you've been anxious lately.
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In a climate of kindness and receptivity,
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this will help to clarify the situation.
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the words will replace the wounds.
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the third attitude in latent conflict
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when the reason for the tension is clear,
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when the parties can put words on the source of the latent conflict,
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seek solutions together,
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then check a few days later if the
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solution has effectively reduced the palpable tension.
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The faster you get to it,
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the more a latent conflict will collapse into a
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simple disagreement on which parties can eventually agree.
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leaving the conflict dormant without seeing the signs or worrying about them
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means running the risk of losing much more when the conflict breaks out.
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