Schlagwort: Workplace

If you can not do it, you can not improve it: The cost of unproductive conflict

Conflict is recognised as an inevitable aspect of every workplace, yet the impact it has on the workplace is measured. As conflict is not systematically measured like absenteeism, sick leave, performance etc., the impact it has on the organizational productivity and bottom line is often overlooked or underestimated.

Over the past 15 years‘, numerous studies have been conducted that measure the impact of functional and dysfunctional conflict on the personnel, the team and the organization. 65% of performance problems. 30% of their time managing conflict and doing so.

Notably, not all conflict is unproductive. Effectively managed conflict encourages; creating solutions, clarification and perspective taking. According to Daniel Dana, unmanaged employee conflict is perhaps the largest reducible cost in organizations today- and probably the least recognised „. In his study on the Financial Cost of Conflict he measures eight conflict costs did affect the organizations productivity:

Wasted time
Reduced decision quality
Loss of skilled employees
sabotage / theft / damage
Lowered job motivation
Lost worktime
Health costs 

Remarkably, time wasted by the person (s) affected by unproductive or poorly handled conflict accounts for over 50% of lost productivity time. Examples of ‚time wasted‘ include; absenteeism, worrying about the conflict, avoiding the other person, complaining to other colleagues. Using Dana’s online ‚calculator‘ tool clients can quantify the cost of unproductive time spent on their organization.

The Online Conflict Cost Calculator is the Online Conflict Cost Calculator . Developed by Oliver Ahern and a team of experts in Stuttgart, this tool successfully measures the impact of conflict and gives a breakdown of its costs.

Both Dana and Ahern’s online tools can be used to improve organizational training and management systems. Firstly to identify the benchmark and get a snapshot of existing conflicts and again during or after the change and impact. We encourage our clients to implement these conflict assessments into existing HR systems.

If you can not do it, you can not improve it.

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Managing Conflict with a Colleague

“I don’t know what it is, but there is just something about them that really pushes my buttons…”.
This is not an uncommon feeling for employees or team members. The workplace can be a unique environment filled with diverse people, energies and behaviours. If you are fortunate you can tolerate these differences, to a point, or you have the flexibility to ensure minimal contact with him or her on a daily basis.

This feeling of unrest with certain colleagues seems to resonates with numerous people in the workplace, yet so many employees simply choose to accept it as a part of working life. Avoiding or leaving your indifferences to fester does not resolve the differences, rather it just delays the conflict or results in an alternative action to be taken.

Here are five ways that can help you constructively prevent or deescalate any conflict with a colleague:

Reach Out – Confronting problems can be painful. To willingly confront an issue early, before we are forced to confront it by circumstances, means to put aside something pleasant or less painful for something more painful.

Be Self-Aware – Recognise your hot buttons (ie the behaviour or actions or inactions of another that frustrates you). When you are aware of what triggers you, you can modify your initial thoughts or reaction to a controlled response.

Take Perspective – Is he / she aware that their behaviour is affecting you and your productivity? Is there a reason why they are doing it? Can it be easily changed once communicated?

Communicate the problem by constructively expressing your thoughts and emotions – Choose your words carefully, be specific, clarify and solicit their understanding.

Create solutions – Treat the issue as a puzzle that two sides are working together to solve.

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Religious accommodation and diversity in the training room

Is there a place for religious views in the training room?

Religion can be a touchy and contentious subject. A subject that can be defined in a myriad of ways and mean different things to different people. For some people their beliefs can transcend to influence and limit their career choice and for others it can heed no relevance. Diversity and Inclusion policies ensure that respect and accommodation of religious beliefs are upheld in the organisation, but is there a limitation to speaking openly about your beliefs in the training room?

In our experience, religious diversity brings a rich dynamic of different viewpoints and narratives to any training room. When free to explore the diverse viewpoints of all team members, we see teams optimizing their success by making the most of unique talents, experiences and backgrounds of their teams.

Instead of focusing on minimizing differences where religious viewpoints are not expressed we encourage the shift to strengthening, learning and valuing those differences to help teams achieve results. When all participants bring their ‘full self’ and feel that they can truly be part of a group and respected for who they are, they are more likely to feel more engaged and motivated promoting innovation and broader perspectives.

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Do you dread managing conflict between your employees?

Do you dread managing conflict between your employees?

Managing conflict is probably one of the least favorite tasks for all managers. It’s no surprise that it has been published by the Center for Effective Dispute Resolution (CEDR), which noted that 35% of senior executives say that they are the most likely to be disappointed an under performing employee.

Managing relationships between employees is often overlooked or inadequately dealt with by managers. Why do you think this is? Especially when good leaders and leaders recognize the importance of resolving disputes and challenges in a team. The most common answers to these questions are found; „I do not have time,“ „I fear that it will fall back on me and ruin my relationship with them.“

Mediation skills are a vital tool for all managers. To effectively manage disputes or challenges in your team we do not suggest you have become a certified mediator. Rather, we believe the learning relevant mediation skills that deescalates and resolves conflict in a timely viable way is more than sufficient. Our training approaches  are to be facilitated in a different way and for the individual and team.

The next time you find yourself having a conflict in your workplace, give these steps a try:

You are there to facilitate the conversation between the employees, not to direct it.

Do not allow power plays – allow equal time to speak

Remain impartial \ Listen attentively, recognize, name and respect the divergent viewpoints

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Take note of issues you hear, and suggest that they explore one at a time

Do not impose any decisions. If they are stuck creating a road map

Nobody can resolve until issues are resolved

* Remember – You manage the process not the content.

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