Defusing non-treatable sources of conflict Tutorial

Explore effective strategies to navigate the complex world of workplace conflict in 'Defusing Non-Treatable Sources of Conflict.' Discover how to manage value differences, address incompatible personalities, and overcome external pressures. Learn from expert insights to foster collaboration in your team, making conflict a catalyst for growth. Don’t miss this essential guide to mastering teamwork and collaboration!

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when they are struggling because they do not share values?

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How to cooperate with a hyper anxious person?

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How to manage the conflict that stems from the economic crisis.

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Some sources of conflict seem untreatable

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because we lack the leeway to stop the irritant.

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In this video,

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we will talk about the three non-treatable sources of conflict.

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And strategies to deal with them in the best possible way

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because yes as Canadian mediation expert Jean Poitras explains,

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even if we cannot treat certain conflicts directly,

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there are always possible intervention strategies.

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The first untreatable source of conflict

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is the conflict of values.

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You can change someone's values,

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but it is a long term change.

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In the short term,

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if you have a value conflict with someone,

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communication may become contentious.

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Value conflicts arise between people of different cultures and or education,

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their country of origin,

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their level of education,

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generational religion.

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What does being on time

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mean for two people from different cultures?

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Is promotion and remuneration according to seniority,

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acceptable for all?

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Do we all have the same definition of respect?

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If the cultural irritants are minor,

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it is by verbalizing differences and expectations that you will avoid conflict.

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Understand.

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That in some cultures there is no such thing as the respectful plural you,

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so don't take offense if the young Anglo-Saxon

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recruit goes directly to the familiar singular you

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when faced with German or French managers,

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and then take the time to explain the company's codes to the young recruit.

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If the irritants are major.

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Adjustments and accommodation will have to be negotiated.

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Finding accommodation between two people who do not have

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the same idea of what a complicated task is.

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One will find that it's OK and will want to

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move on to another task based on its efficiency value,

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while the other person will want the first one.

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To work on it again

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because their idea of a job well done

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will not be satisfied.

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If the differences are really too great and irreconcilable,

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the work organization will have to be restructured to avoid a clash

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of values or even to prevent people from working side by side.

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Let's take the example of a company

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where people of different faiths work.

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Some of them ask for an arrangement of working hours on religious holidays.

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If the manager actually proposes an arrangement,

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will it just require sharing information with those who are not religious?

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Will it at least require negotiating an

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adjustment with all employees in the department,

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or will it lead to a broader intervention on the organization of work

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if the manager decides to accommodate working hours with

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the person or group concerned without notifying the team?

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The team may find it unfair

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or the team may think that the other person or group has been favored.

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They could even ostracize that person or group in return.

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Of course,

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if the accommodation of these people's working hours

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has an impact on all the other employees,

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the manager will have to take this impact into account when deciding

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whether or not to make the adjustment.

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If the manager decides to grant an adjustment in

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working hours to those who have requested it.

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They not only have to communicate their decision,

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but most importantly to minimize the negative effects on others.

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Consultation with other employees,

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even unions will be necessary to avoid making

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this cultural adjustment a breeding ground for conflict.

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The second

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untreatable source of conflict is the presence of incompatible personalities,

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the presence of difficult personalities such as a very competitive person or

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a narcissistic person who needs to belittle others to feel good,

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or an obsessive person who wants everything done their way,

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otherwise they fall into anxiety.

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We don't have the power to change these people.

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It's what we call an untreatable source.

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On the other hand,

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there are possible intervention strategies to deflate the conflict.

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If the incompatibility is low,

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clarifying the differences will be enough.

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Let people understand

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how these people function,

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how they think or act,

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and thus avoid

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necessary clashes.

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OK,

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Peter has a lot of trouble concentrating.

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Dealing with interruptions is challenging for him

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when he puts on his headphones in the open space,

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I understand I must avoid disturbing him.

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If the incompatibility is more complex,

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adjustments will have to be negotiated.

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OK,

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Anna has narcissistic tendencies.

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She will overvalue her work and speak more in meetings.

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But if she starts to belittle someone,

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that's a no go.

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Immediate reframing by the hierarchy or even colleagues,

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she knows the limits.

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If the personalities are really incompatible,

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the work organization will have to be restructured to avoid the clashes.

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In our example of the obsessive,

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anxious personality.

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Emily,

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we could explain to colleagues how she works.

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Tell them that it is better not to surprise her with the last minute job

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and let her do it with her logic without pushing her.

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This can work,

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but at what cost?

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If the difficult personality weighs on the shoulders of the whole team

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to the point that everyone has to make great efforts and adjustments,

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it is because we are dealing with a major irritant.

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It will be fairer to restructure the work organization

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so that Amili works alone and depends as little as possible on others.

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The company's socioeconomic environment has a major effect on the company,

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while the company alone has little control over its environment.

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This is why the external environment,

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otherwise known as environmental pressure,

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is considered an untreatable source of conflict.

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The environment can bring a new labor law,

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new product regulations,

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a change in national taxation,

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a competitor to whom our customers go.

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If this impact

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of the environment is relatively simple,

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it will suffice to clarify its implications for

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the organization in order to avoid conflict.

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For example,

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clearly explain the new law on safety at work.

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If the changes in the external environment require

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a fairly significant change in the organization,

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adjustments may need to be negotiated

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with the employee organizations or simply with the team members.

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Imagine a tense situation

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due to the arrival of a competitor on the market.

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The company has suddenly lost some significant customers.

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The adjustment may consist of a reduction in working hours

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and the elimination of overtime during the difficult

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period so that everyone keeps their job.

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Since we cannot eliminate external pressure,

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the strategy is limiting to the maximum irritants of change

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and the factors of uncertainty in these difficult times.

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If the changes are to be significant.

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It will be necessary to implement a profound restructuring

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of the work in order to adjust the costs,

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dismissals or the sale of a subsidiary or the purchase of the company by another or.

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In short,

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a profound reorganization of the work within the company.

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There

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we've examined together the three main non-treatable sources of conflict

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when the conflict stems from unshared values,

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when the conflict involves people who are not compatible,

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and when it is the result of

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external circumstances of a challenging external environment.

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