Minimizing the risk of conflict Tutorial

Are you ready to transform your workplace dynamics? In 'Minimizing the Risk of Conflict,' we explore 4 essential tips to promote diversity and inclusion while reducing stress. Discover how to foster a culture of open dialogue, transparency, and team cohesion. Learn to embrace differing opinions and consult your team before decisions to boost morale and minimize friction. Join us in cultivating a harmonious work environment!

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the latest barometer of company ratings,

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the two criteria with the lowest scores out of

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33 are caring for employees and stress management.

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It would appear

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that employees are most concerned about the lack of attention to them,

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so much so that for them,

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the top rated company,

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the one with the best atmosphere,

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is their own company.

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While waiting.

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For all employees to set up their own company,

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let's see how to minimize the risk of stress and conflict in the workplace today.

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In this video,

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I propose 4 tips

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to minimize dissatisfaction in the company.

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Allow divergent thinking.

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Be clear and transparent.

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Consult before deciding,

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and focus on cohesion.

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Allowing divergent thinking is what companies value when they

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insist on the values of openness or diversity.

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Conflict always arises from a difference in vision or perception.

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We don't see like the other person.

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We don't think like them.

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Emerson said,

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I'm so happy to meet someone who has a different opinion from mine.

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It's the only way I can learn something new.

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Out of comfort,

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we tend to prefer discussing and working with people who share our point of view,

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our values,

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our way of doing things.

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It is indeed more difficult to collaborate

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when our characters and visions are divergent,

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but what richness.

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This is why I invite managers to recruit and gather in the same working groups,

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people with different cultures,

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different educational backgrounds.

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generations

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dare to be a manager who takes advantage of divergent thinking.

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To do this,

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develop a culture of brainstorming and feedback.

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Let everyone express their feelings and opinions,

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even and especially if they are different.

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The most valuable collaborator is not the one who always agrees with me,

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but the one who has different opinions and expresses them constructively.

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If they have not been able to express them constructively,

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at least

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can I make their antagonism a constructive contribution

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instead of making it a source of conflict?

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My second piece of advice to minimize the risk of conflict,

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be clear and transparent.

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We mistakenly believe that those around us

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see our emotions and understand our needs.

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We overestimate the ability of others to read our emotions and feelings,

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to avoid interpretations,

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two key words clarity and transparency.

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Clarify the objectives and expectations for everyone.

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Clarify the roles and responsibilities.

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I made a video on the subject.

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Our peers need to understand the reasons for our decisions and requests.

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The don't ask questions,

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do as I say attitude is no longer acceptable in business.

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We are neither in school nor in the army.

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Explaining decisions clearly,

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giving meaning

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will avoid many conflicts and above all will motivate teams.

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Be clear in your 1 to 1 communication or in meetings.

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Prepare your communications to be understandable

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and to make sure you don't forget anything essential.

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Clarity and transparency can go further.

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Up to transparency on budgets,

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transparency on remuneration,

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transparency on recruitment,

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it is up to each company to see how much

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trust and sharing it wishes to communicate with its employees.

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Transparency also goes as far as daring to acknowledge mistakes as a manager.

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Dare to say I changed my mind,

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or even I've made a mistake.

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This is often how the culture of the right to fail,

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the right to make mistakes can be established.

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In Anglo-Saxon culture at the job interview,

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people regularly ask,

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what is your biggest failure and what did you learn from it?

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I like this question.

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It asks from the outset transparency.

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Let's stop lying to each other.

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Your journey has not been a perfect path,

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obviously.

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So tell me about your ability to recognize your mistakes and grow from them.

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My third tip for minimizing the risk of conflict

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in the workplace is to consult before deciding.

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Employees need to feel recognized and taken into account.

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Any decision that impacts them and that is taken without asking for their opinion

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is a source of frustration.

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We are only puppets,

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they will say,

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only machines for production.

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The lack of consultation with employees in any change

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is a source of conflict and great resistance.

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Even if the strategy is optimal and has been designed by the best consultants,

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lack of employee consultation is mostly based on very irritating assumptions,

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the assumption that the basic worker has nothing to contribute,

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the assumption that we already know what the employees think and want.

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And it is a waste of time and money to question them again.

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Cultivating these assumptions is to disregard

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their intelligence and creativity.

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The book Dare to Trust illustrates the importance

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of consulting and listening to employees in transformation.

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The book

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tells the story of Bertrand Martin turning the Silza Company around

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thanks to a spectacular release of energy based on trust.

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The experience invites us to dare to trust

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and to distill the trust at all levels in the organization.

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If employees have not been used to being consulted and trusted,

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then the road to trust will certainly be a challenging one.

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When you consult employees who have been asked to keep quiet for years,

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chances are the first things they express are their frustration and resistance.

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Don't be discouraged.

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The maturity of the teams will bring a sense

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of responsibility that will be a win-win for all.

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In any case,

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when they have been consulted,

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employees are always more accepting of decisions.

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Ask them for their opinions and take them into account as much as possible.

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On the other hand,

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be careful not to create false expectations

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by making them believe that all their opinions will be followed.

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My fourth piece of advice

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to minimize the risk of conflict is to focus on team cohesion.

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A cohesive team is less vulnerable to conflict.

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It is also stronger in challenges such as repeated waves of transformation.

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First of all,

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make sure that everyone is included,

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the new,

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the old,

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the shyest,

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those at risk of becoming scapegoats and visiting trainees.

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Make sure that no cliques are formed.

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Cliques naturally compete with one another.

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Push different personalities,

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people of different generations,

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to work together on projects.

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Make your meetings moments of conviviality

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and co-design.

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Share the values of the company or the values of your department.

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Create a culture of feedback,

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reframing,

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and positive feedback.

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Confront behavior as soon as you feel irritation,

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so that together you can quickly find alternatives.

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Create thus a culture of problem solving.

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Conflicts are part of human life,

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it's OK.

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The more your team is unified,

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the smoother and more consistent

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the management of conflicts will be

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even before the conflict breaks out.

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