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a Canadian expert in mediation,
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differentiates between treatable and non-treatable sources of conflict.
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The source is what led to the conflict.
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It is the underlying problem.
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As long as the source is open,
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as long as the problem is not solved,
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the volcano of conflict will continue to grow and spew its lava.
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we will talk about the three treatable sources of conflict,
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and I will distill Jean Poitras's advice about how to best treat them.
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The first treatable source of conflict is called data and facts.
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Information or lack of information within the company
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can lead to conflict.
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An example of this is the hierarchy decides on a change,
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and the employees don't understand why the change is necessary
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and especially when and how it will be carried out.
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The anxiety and anger caused by the lack
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of information and explanation will lead to conflict.
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Another example,
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a hiring was made in the service,
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and no one knew about it.
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No one was given the job description.
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Some internal people would have liked to position themselves,
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but they did not have the opportunity.
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There is a strong suspicion about the new person hired because one wonders
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what the job content is and whether there was any favoritism.
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What do you see in this picture?
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our brain is very good at filling in the blanks.
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We lack information on why our technical department moved.
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We are relegated to the old wing of the building
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while the other teams are in the refurbished premises.
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that the management underestimates the importance of our service,
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that our manager has no leadership and has not fought properly to value the service.
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Any missing information is extrapolated.
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We fill in the gaps,
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and sometimes we fill in the gaps with
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interpretations on rumors that provoke resentment and conflict.
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The solution is to clarify.
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Explain the meaning,
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why you have decided to call on more temporary workers
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according to what criteria and how long it will last.
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Explain the action plan,
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how will you digitize the service and with what agenda?
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The company is in difficulty and you have decided to reduce certain expenses.
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of course the employees will not be happy to know that there will be limitations.
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At least they need to be told
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how it's going to happen.
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that the human brain extrapolates the information it lacks.
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Telling the truth
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requires trusting teams in their ability to
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understand management's choices if explained honestly.
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Unless management prefers to hide certain choices or the reasons for its choices,
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not telling everything is a strategy,
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but one that will always lead to
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extrapolation and rumors and risk fueling conflict.
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It's up to you to gauge what to say and when is the right time.
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Some companies have pushed transparency to the point of making
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everyone aware of the amount of each employee's wages,
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if you have analyzed that a conflict has its source in a lack of information,
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You can ask people what they have understood
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in order to see what information they are missing,
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and if they get false information to be corrected.
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The second treatable source of conflict diverging interests.
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When two people want the same thing,
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to participate in the same transversal project,
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to take their leave at the same time,
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we are talking about a conflict of interest.
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Only one person will be able to achieve their primary goal,
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creating competition and frustration for the loser.
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Another example of conflict of interest
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when one person overshadows the other.
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a leader takes over their team's projects in a management meeting.
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The leader does not value the team member who carried out the project.
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It seems that they take all of this success for themselves.
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The last example of diverging interests when you feel aggrieved
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because of the other person's action.
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I am late in my project because my colleague did
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not give me the file or information in time.
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In conflicts of interest,
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the actions of the two people intertwine in some way.
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There is a common area in which each party has a divergent interest,
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and this creates tension,
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We want the other person to change their behavior and or opinion
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so that our interest is 100% fulfilled.
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The solution in these cases of diverging interests
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is to reconcile through negotiation.
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A few questions will help to advance the conciliation.
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What is the company's interest?
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This question helps to refocus the mission and interest of the company.
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What is important to me?
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What is a priority for me?
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If I don't get what I want?
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What is my second option?
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If I don't get what I want,
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my August vacation,
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what could minimize the inconvenience?
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Sometimes the conciliation of divergent interests
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can take the form of an extension
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of deadlines or the provision of additional resources provided by the manager.
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The third treatable source of conflict is
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problems related to the organization of work.
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Here are a few examples that generate conflict.
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An unclear compensation policy that leads to comparison and frustration
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or lack of clarity on how to compensate overtime,
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disagreement on hierarchical links and delegation of tasks
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to the point where Kevin says to Annie,
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You're not my boss.
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It's not up to you to tell me what to do.
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Another example,
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the organization of working time on a transversal mission.
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Karen's boss tells her she spends too much time on the
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transversal mission she is working on with the marketing team,
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tasks that no one does,
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and everyone blames each other for not having done them,
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believing that it is the other person's job.
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It is by specifying
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the organization of the work
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that some of these tensions will be erased.
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A participatory way to specify will be to ask employees one on one or in a group,
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if you feel ready,
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how they would describe the current organization.
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What do you think the hierarchical structure is,
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what are the company's decision making mechanisms,
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who decides what?
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How are promotions decided,
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how is overtime compensation decided?
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What are the roles and responsibilities of each one?
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See my video on the subject.
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Start with what already exists and then fill
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in the gaps and correct any misunderstandings.
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Reflection on the organization of work may also lead you
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to decide to modify it on the surface or in depth
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if this organization is too rigid,
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There you have it.
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We have seen the three main actions to be
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taken to diffuse the treatable sources of conflict.
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negotiate and specify or rethink the organization of work.
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