Defusing treatable sources of conflict Tutorial

Uncover the key to harmonious workplaces in 'Defusing Treatable Sources of Conflict.' Jean Poitras, a mediation expert, identifies three main causes of workplace conflict and offers clear solutions to each. From bridging gaps in communication to navigating diverging interests and refining work organization, learn strategies to cultivate collaboration and teamwork. Don't let misunderstandings escalate—watch now to transform your workplace atmosphere!

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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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In this video,

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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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A triangle?

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Yes,

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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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We will deduce

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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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You guessed it.

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The solution is to clarify.

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Explain the meaning,

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the why,

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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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the how,

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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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Be clear,

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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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Don't forget

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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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ethical,

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risky.

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In any case,

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if you have analyzed that a conflict has its source in a lack of information,

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then clarify.

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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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to be completed

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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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For example,

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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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For example,

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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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frustration,

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and annoyance.

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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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for example,

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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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imprecise,

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or unfair.

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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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Clarify,

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reconcile,

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negotiate and specify or rethink the organization of work.

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