The sources of conflict at work Tutorial

Conflicts at work can disrupt motivation and efficiency. In 'The Sources of Conflict at Work', we explore the three main sources: the professional environment, organizational issues, and interpersonal relationships. Learn how economic stress, poor management, and diverse communication styles generate conflict, and discover effective strategies for fostering harmony. Dive in now!

  • 09:50
  • 3 views
résultat(s)
00:00:05
visible,
00:00:06
or hidden,
00:00:07
conflicts are constantly making appearances at work,
00:00:10
weakening motivation and efficiency.
00:00:14
We can identify three
00:00:16
main external sources of these conflicts in business,
00:00:21
the environment,
00:00:22
the organisation,
00:00:23
and the relationships.
00:00:25
Let's study these three sources one by one.
00:00:30
First,
00:00:31
the professional environment.
00:00:33
The more a company is surrounded by stressful economic environment,
00:00:39
the more likely it is to generate conflicts between employees,
00:00:43
supervisors and clients.
00:00:45
The fear of the future makes us resist and overreact more than usual.
00:00:51
In a context of poor economic health,
00:00:54
the lack of clarity around the right management strategy
00:00:58
leads to disengagement.
00:00:59
And enhances the struggle for personal interests.
00:01:03
The anxiety surrounding a social dimension
00:01:07
also generates an unhealthy climate of competition.
00:01:11
If insecurity and pressure are too high,
00:01:15
the teams can regress to the rank of a wolf pack in which,
00:01:19
as La Fontaine would say,
00:01:21
the might is right.
00:01:23
The more tense an economic context is,
00:01:26
the more conflicts emerge,
00:01:28
and Therefore,
00:01:29
the more we must be attentive to the people who are subjected to it
00:01:33
to avoid burnouts.
00:01:35
The diversification of the workforce,
00:01:38
internationalisation,
00:01:39
mix of cultures and mix of social
00:01:42
backgrounds also makes communication more difficult.
00:01:46
Conflict will be minimised if all employees share the same values.
00:01:51
Mixing generations can also generate conflicts when the
00:01:55
openness to difference and the art of communication
00:01:59
are not anchored in the professional environment.
00:02:02
Companies that are aware of the risks try to facilitate cooperation by sharing a
00:02:08
common direction and by bringing together employees
00:02:12
in a common base of shared values.
00:02:15
We are witnessing the blossoming of internal campaigns on values of listening,
00:02:20
of sharing,
00:02:21
authenticity,
00:02:23
accountability,
00:02:23
cooperation.
00:02:25
But this is not always enough.
00:02:27
In addition to the professional environment,
00:02:30
the organisation at work is often a source of conflict.
00:02:34
As a coach,
00:02:35
I often realise that resolving a conflict simply by working
00:02:39
on the communication of the coachee is not enough,
00:02:44
especially when the source of conflict is organisational.
00:02:47
In 2018,
00:02:49
30% of employers.
00:02:51
rated their manager as bad.
00:02:54
Failed management,
00:02:55
whether too authoritarian or too lax or not attentive enough to employees,
00:03:01
breeds resentment and conflict.
00:03:04
I invite companies to appoint those who
00:03:07
have technical and human skills to be managers
00:03:11
and to train line managers on management,
00:03:15
and then the team will find harmony.
00:03:17
The manager is the backbone of the team.
00:03:21
If their communication and or organisational skills are faulty,
00:03:25
then everything will become shaky and prone to tension.
00:03:29
If they're excellent,
00:03:30
they can get a team in conflict
00:03:32
back on track.
00:03:34
Here are some conflict triggers related to the
00:03:38
organisation of work which are a manager's responsibility.
00:03:42
Inappropriate distribution and planning of tasks,
00:03:45
unclear or ill-defined tasks or roles for team members,
00:03:50
contradiction and.
00:03:51
Incompatibility of the requirements,
00:03:54
for example,
00:03:55
you are asked for better quality in customer care,
00:03:58
but you're also expected to take on more cases.
00:04:01
Inadequate schedules,
00:04:03
career advancement too slow or too fast,
00:04:06
instability of contracts and missions.
00:04:09
The organisation of work also means a good balance
00:04:13
between the workload and the processes and rules.
00:04:16
These workloads and processes must be adapted to
00:04:20
the needs and skills of each person.
00:04:24
The manager will ensure that employees are not overloaded to the point of
00:04:29
physically and or emotionally crossing the
00:04:32
red line that makes cooperation difficult.
00:04:36
The line management must ensure
00:04:38
that the processes and operating rules are known,
00:04:42
suitable and accepted by all,
00:04:45
by communicating about processes and rules,
00:04:48
by conducting workshops,
00:04:49
by displaying them in offices.
00:04:52
Clarity eliminates a lot of conflict.
00:04:55
The lack of clarity on the roles and responsibilities of each member on the team
00:05:01
is one of the organisational sources of conflict.
00:05:05
Knowing
00:05:05
who is doing what,
00:05:07
when,
00:05:07
and how with whose permission
00:05:10
prevents competition over the same task and prevents
00:05:14
the disengagement of all on certain missions.
00:05:18
Lack of process of rules,
00:05:20
of defined roles and organisation
00:05:23
generates conflict.
00:05:24
A loose organisation is a dead end.
00:05:28
Rigid organisation is also a dead end that fuels conflict.
00:05:33
It forgets the human in favour of the process.
00:05:37
It forgets that the environment changes around it,
00:05:40
requiring adjustment.
00:05:42
In business,
00:05:43
stability must go hand in hand with continuous transformation.
00:05:49
Like a tree that is solid and stable
00:05:52
while continuing to evolve,
00:05:54
the organic,
00:05:55
flexible,
00:05:56
and lively organisation,
00:05:59
organisation that is also solid as a tree,
00:06:02
is a solution
00:06:04
even if it is not easy because it constantly requires to be readjusted.
00:06:09
Third source of conflict at work relationships.
00:06:13
Here are the main triggers of stress and conflict in working relationships.
00:06:18
The lack of support from colleagues or superiors,
00:06:21
inadequate management too present or too absent,
00:06:25
incivility,
00:06:26
verbal or physical aggression,
00:06:28
the lack of participation in decisions,
00:06:31
nobody asks for your opinion.
00:06:33
A lack of recognition and the tendency to say what
00:06:37
is going badly rather than what is going well.
00:06:40
Role antagonisms,
00:06:43
for instance,
00:06:43
the research and development department requiring an investment
00:06:47
that gets refused by the financial department.
00:06:51
Difficult interpersonal relationships
00:06:53
generate
00:06:54
and most often also amplify conflict.
00:06:58
According to Jean Poitras,
00:07:00
a Canadian professor and author of a high quality online course on mediation,
00:07:05
interrelational conflict may be due to personality,
00:07:09
to a lack of social skills,
00:07:11
or to personal problems.
00:07:13
Let's start with the personality.
00:07:15
Are you dealing with people whose way of functioning is hard to understand?
00:07:19
Because their vision,
00:07:21
their values,
00:07:21
and attitudes offend you,
00:07:23
you like humble people,
00:07:25
and your overly confident colleague annoys you and makes you want to snap at him.
00:07:30
Are you very flexible in your organisation
00:07:33
and you feel constrained by a colleague who is very rigid?
00:07:36
And swears only by the processes.
00:07:39
Are you very attentive to clients,
00:07:41
whereas your peer is trying to arm wrestle with your mutual client?
00:07:45
Two different personalities,
00:07:48
meaning a little more stress,
00:07:49
and the conflict begins between these two who are like a sulphur and a match.
00:07:54
As soon as they come face to face,
00:07:56
their personalities clash.
00:07:58
They will have to learn to deal with their differences,
00:08:01
which are often complementarities,
00:08:04
or else they will have to avoid working on common projects.
00:08:08
Now let's move on to the second source of relationship conflict.
00:08:13
When suffering from a social skills deficit,
00:08:16
the person in conflict is usually in conflict with many colleagues or clients.
00:08:21
It's no longer just a matter of incompatibility between two people.
00:08:26
You may be dealing with someone who is very introverted or often aggressive,
00:08:31
very touchy or pushy,
00:08:33
incapable of understanding the other's point of view.
00:08:37
It's the person the whole team is complaining about,
00:08:40
someone who makes everyone's blood boil.
00:08:43
Can the person be trained and progress?
00:08:46
Can the team overcome this handicap that they have,
00:08:50
or is it too much to ask the team to make a permanent effort
00:08:54
because of a black sheep that has a real deficit in social skills?
00:08:58
Finally,
00:08:59
the last case.
00:09:00
Of interrelational source of conflict,
00:09:03
the personal problems of a person,
00:09:06
health difficulties,
00:09:07
extraprofessional difficulties,
00:09:09
their love life,
00:09:10
children,
00:09:10
or finances
00:09:12
or difficulties in a position.
00:09:14
The person is in so much stress that they infect those around them
00:09:19
by generating tension and conflict.
00:09:22
Is it temporary or permanent,
00:09:25
and how long can it last without affecting
00:09:27
the well-being and effectiveness of the team?
00:09:30
Are you experiencing a conflict at work?
00:09:34
Determine the sources first and most importantly,
00:09:37
the main source.
00:09:39
Is it corporate environment,
00:09:41
the organisation
00:09:43
or the interpersonal relationships?
00:09:45
The resolution strategy will depend on the answer to this question.

No elements match your search in this video....
Do another search or back to content !

 

Mandarine AI: WHAT YOU SHOULD KNOW

An Error Has Occurred

Unable to save your progress. Please reload the page, log in, and try again. If the problem persists, please contact an administrator.

Close

Reminder

Show

/

Join Live Training Session