00:00:08
The difficulty of measuring the consequences of
00:00:10
the conflict makes us underestimate its cost.
00:00:14
It is much bigger than we think.
00:00:18
managers estimate that they spend 20 to 30% of their time
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managing conflicts.
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Conflicts consume time and money.
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And less visibly
00:00:28
have an impact on HR costs and legal risks.
00:00:32
Let's take a closer look at the impact of conflict on employees,
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then on the organization and finally the manager.
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the risks to people.
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Conflict generates a lot of stress for the
00:00:46
parties involved and the people around them.
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It affects cooperation,
00:00:51
trust and solidarity and generates demotivation.
00:00:56
Exhausted by stress,
00:00:57
employees are therefore less productive.
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Absentees and grows and causes some good members to want
00:01:04
to leave the company for a more favorable environment.
00:01:07
Of course there's always a time between the outbreak of the conflict.
00:01:11
And such consequences.
00:01:13
The higher the resistance threshold of employees,
00:01:17
the more the manager and HR will fail to see the
00:01:20
risk in dragging the conflict out without fully resolving it.
00:01:25
They will wait for everyone to make an effort.
00:01:28
The belief that there is no rush to deal with
00:01:30
the conflict leads to a buildup of stress for everyone.
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Until the vase overflows through sick leave,
00:01:37
burnout resignations.
00:01:40
Now let's look at the risks of not
00:01:42
addressing a conflict at the organizational level.
00:01:45
The organization might also be at risk when we let a conflict settle and persist.
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a conflict is a waste of everyone's time.
00:01:55
It makes their brains less available and
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less focused because of these negative emotions.
00:02:02
The entourage of people in a conflict is necessarily affected,
00:02:08
grievances and complaints multiply.
00:02:11
In a conflict of high magnitude,
00:02:14
the accumulated anxiety and hostility can generate forms of internal warfare
00:02:23
and other violence.
00:02:25
Effectiveness is of course affected since all parties,
00:02:30
including those around you,
00:02:33
looking to have the last word.
00:02:35
Procedures such as litigation and layoffs increase,
00:02:39
adding to the loss of productivity.
00:02:41
The work climate is harmful.
00:02:44
Employees are withdrawing.
00:02:46
I want to reiterate
00:02:48
that most employees prefer a solution,
00:02:51
even if it is not entirely satisfactory
00:02:54
to the uncertainty of an unresolved conflict,
00:02:58
even if they didn't get.
00:02:59
What they wanted
00:03:00
being at least able to move on will be a relief for everyone,
00:03:05
provided that the conflict management process has been
00:03:08
completed in a fair and respectful manner.
00:03:11
Now let's see the risks of not dealing with the conflict at the managerial level.
00:03:17
Managers who feel that they do not have to get involved
00:03:20
in conflicts between employees are taking a lot of risk.
00:03:25
Their role as team facilitator,
00:03:27
as guarantor of well-being and productivity,
00:03:31
places them at the heart of conflict resolution.
00:03:34
There is no job without a manager witnessing conflict
00:03:39
within their team,
00:03:40
with other departments,
00:03:42
with the senior management,
00:03:43
with clients or suppliers.
00:03:45
When a department or interdepartment wide conflict
00:03:49
erupts and is not resolved quickly,
00:03:53
Mans lose credibility with their teams,
00:03:58
A manager's ability to resolve conflicts is
00:04:01
proof of their competence and leadership.
00:04:05
According to a study by the management development institute,
00:04:09
a manager who proves their ability to manage
00:04:12
conflict will climb the hierarchical ladder more easily.
00:04:16
So managers who complain
00:04:18
by considering themselves victims of the lack
00:04:21
of maturity of their employees jeopardize everyone,
00:04:25
including their own advancement.
00:04:27
I advise against.
00:04:29
Ignoring your team's conflicts out of fear of confrontation
00:04:33
or because you feel that your employees should find their own solutions.
00:04:39
getting involved in conflict
00:04:41
is not about playing mum or dad with the quarreling children.
00:04:45
To get involved in the conflict is to intelligently take on the role of facilitator,
00:04:53
In a dispute between adults that has an impact on the entire department,
00:04:59
you can therefore assess the costs and risks of the conflict at
00:05:03
any time by asking yourself the question of its potential short,
00:05:09
medium and long-term consequences on the people,
00:05:13
on the organization and on yourself,
00:05:15
whether you are or not a manager.
00:05:20
conflict always comes at a cost higher than we think.
00:05:24
Then take action.
00:05:26
Choose a solution that is imperfect but agreed upon
00:05:29
over letting a conflict escalate.
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