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conflicts are constantly making appearances at work,
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weakening motivation and efficiency.
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We can identify three
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main external sources of these conflicts in business,
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the environment,
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the organisation,
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and the relationships.
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Let's study these three sources one by one.
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the professional environment.
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The more a company is surrounded by stressful economic environment,
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the more likely it is to generate conflicts between employees,
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supervisors and clients.
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The fear of the future makes us resist and overreact more than usual.
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In a context of poor economic health,
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the lack of clarity around the right management strategy
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leads to disengagement.
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And enhances the struggle for personal interests.
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The anxiety surrounding a social dimension
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also generates an unhealthy climate of competition.
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If insecurity and pressure are too high,
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the teams can regress to the rank of a wolf pack in which,
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as La Fontaine would say,
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the might is right.
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The more tense an economic context is,
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the more conflicts emerge,
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the more we must be attentive to the people who are subjected to it
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to avoid burnouts.
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The diversification of the workforce,
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internationalisation,
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mix of cultures and mix of social
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backgrounds also makes communication more difficult.
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Conflict will be minimised if all employees share the same values.
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Mixing generations can also generate conflicts when the
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openness to difference and the art of communication
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are not anchored in the professional environment.
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Companies that are aware of the risks try to facilitate cooperation by sharing a
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common direction and by bringing together employees
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in a common base of shared values.
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We are witnessing the blossoming of internal campaigns on values of listening,
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But this is not always enough.
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In addition to the professional environment,
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the organisation at work is often a source of conflict.
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I often realise that resolving a conflict simply by working
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on the communication of the coachee is not enough,
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especially when the source of conflict is organisational.
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30% of employers.
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rated their manager as bad.
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Failed management,
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whether too authoritarian or too lax or not attentive enough to employees,
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breeds resentment and conflict.
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I invite companies to appoint those who
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have technical and human skills to be managers
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and to train line managers on management,
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and then the team will find harmony.
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The manager is the backbone of the team.
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If their communication and or organisational skills are faulty,
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then everything will become shaky and prone to tension.
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If they're excellent,
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they can get a team in conflict
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Here are some conflict triggers related to the
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organisation of work which are a manager's responsibility.
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Inappropriate distribution and planning of tasks,
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unclear or ill-defined tasks or roles for team members,
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contradiction and.
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Incompatibility of the requirements,
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you are asked for better quality in customer care,
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but you're also expected to take on more cases.
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Inadequate schedules,
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career advancement too slow or too fast,
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instability of contracts and missions.
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The organisation of work also means a good balance
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between the workload and the processes and rules.
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These workloads and processes must be adapted to
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the needs and skills of each person.
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The manager will ensure that employees are not overloaded to the point of
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physically and or emotionally crossing the
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red line that makes cooperation difficult.
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The line management must ensure
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that the processes and operating rules are known,
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suitable and accepted by all,
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by communicating about processes and rules,
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by conducting workshops,
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by displaying them in offices.
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Clarity eliminates a lot of conflict.
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The lack of clarity on the roles and responsibilities of each member on the team
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is one of the organisational sources of conflict.
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who is doing what,
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and how with whose permission
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prevents competition over the same task and prevents
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the disengagement of all on certain missions.
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Lack of process of rules,
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of defined roles and organisation
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generates conflict.
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A loose organisation is a dead end.
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Rigid organisation is also a dead end that fuels conflict.
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It forgets the human in favour of the process.
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It forgets that the environment changes around it,
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requiring adjustment.
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stability must go hand in hand with continuous transformation.
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Like a tree that is solid and stable
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while continuing to evolve,
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and lively organisation,
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organisation that is also solid as a tree,
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even if it is not easy because it constantly requires to be readjusted.
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Third source of conflict at work relationships.
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Here are the main triggers of stress and conflict in working relationships.
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The lack of support from colleagues or superiors,
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inadequate management too present or too absent,
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verbal or physical aggression,
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the lack of participation in decisions,
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nobody asks for your opinion.
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A lack of recognition and the tendency to say what
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is going badly rather than what is going well.
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Role antagonisms,
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the research and development department requiring an investment
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that gets refused by the financial department.
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Difficult interpersonal relationships
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and most often also amplify conflict.
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According to Jean Poitras,
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a Canadian professor and author of a high quality online course on mediation,
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interrelational conflict may be due to personality,
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to a lack of social skills,
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or to personal problems.
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Let's start with the personality.
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Are you dealing with people whose way of functioning is hard to understand?
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Because their vision,
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and attitudes offend you,
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you like humble people,
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and your overly confident colleague annoys you and makes you want to snap at him.
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Are you very flexible in your organisation
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and you feel constrained by a colleague who is very rigid?
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And swears only by the processes.
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Are you very attentive to clients,
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whereas your peer is trying to arm wrestle with your mutual client?
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Two different personalities,
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meaning a little more stress,
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and the conflict begins between these two who are like a sulphur and a match.
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As soon as they come face to face,
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their personalities clash.
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They will have to learn to deal with their differences,
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which are often complementarities,
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or else they will have to avoid working on common projects.
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Now let's move on to the second source of relationship conflict.
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When suffering from a social skills deficit,
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the person in conflict is usually in conflict with many colleagues or clients.
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It's no longer just a matter of incompatibility between two people.
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You may be dealing with someone who is very introverted or often aggressive,
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very touchy or pushy,
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incapable of understanding the other's point of view.
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It's the person the whole team is complaining about,
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someone who makes everyone's blood boil.
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Can the person be trained and progress?
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Can the team overcome this handicap that they have,
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or is it too much to ask the team to make a permanent effort
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because of a black sheep that has a real deficit in social skills?
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Of interrelational source of conflict,
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the personal problems of a person,
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health difficulties,
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extraprofessional difficulties,
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their love life,
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or difficulties in a position.
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The person is in so much stress that they infect those around them
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by generating tension and conflict.
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Is it temporary or permanent,
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and how long can it last without affecting
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the well-being and effectiveness of the team?
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Are you experiencing a conflict at work?
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Determine the sources first and most importantly,
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the main source.
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Is it corporate environment,
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the organisation
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or the interpersonal relationships?
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The resolution strategy will depend on the answer to this question.
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