Yesterday colleague today boss: conflict as an opportunity

If irreconcilable interests meet, a Konflikt. To clarify, a solution must be sought and found. It is important to recognize signals and Solutions to accompany. New perspectives can also open up as a result of the intensive discussion involved in reaching a consensus.

Conflicts must be

Conflicts are commonplace. They are everywhere self-employed People live and work together. If conflicts are solved cooperatively, they offer great opportunities for a positive human development and are a valuable source of operational progress. However, if they are not recognized or even handled incorrectly, they arise again and again and can in one Team cause devastating damage.

Social conflicts are situations of tension in which two or more parties, who are dependent on one another, vigorously attempt to implement apparently or actually incompatible plans of action, while being aware of their opposition (Definition according to Rüttinger and Sauer).

What happens in conflicts?

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Conflicts can be long or short, they can be carried out objectively or aggressively, they can be addressed openly or indirectly. Despite this diversity, a conflict usually occurs in four phases:

1. conflict creation

When different interests “clash”, each party wants its own Set and needs push through. Conflicts are more likely

• the more diverse the professional knowledge and experience of the employees are,
• the more unclear the roles, functions and competences are for the participants and
• less the objectives are more precise, known and understood.

2. conflict perception

People perceive conflicts from different perspectives. A factually correct assessment of the conflict situation is often difficult. Typical conflict signals are

• bad team attitude (aggressive communication style, hardened discussions, killer phrases, topics are disrupted, lack of compromise)
• retreat (refusal to take on tasks and reference to others, absence, inattention, passivity, avoidance of eye contact, escape to other work outside the project)
• Agreements not respected (unpunctuality, unreliability)

3. conflict analysis

Important Ask for conflict analysis:

• Who is involved?
• What conflict is it?
• How important is the dispute?

These assessments influence that Behavior of those involved. It is important how differentiated the different ways of acting are perceived and how realistically the cause of the conflict is assessed.
Executives should be careful not to look at a conflict from their own point of view. A change of perspective enables understanding of the different situations and perspectives of the conflict partners.

4. Conflict reaction / handling

Conflicts can be regulated in three ways:

• By means of power: the more powerful conflict partner or a third party forces a solution. Power, such as violence, money, and relationships, serve to enforce.
• By means of the right: by means of legal means and authorities, it is decided who is in the right.
• Taking into account interests: The conflict partners determine their deeper desires, demands, needs and elaborate a balance of interests.

The best solution to the conflict is the consensus

With this Strategy the cycle is broken. Not the factual agreement, but the constructive conflict management is in the foreground. Contradictory opinions are discussed and brought together to form a better whole.

Those who recognize their own behavior and at the same time accept diversity, have a valuable basis in dealing with conflicts and conflict opponents. Active listening and first messages make it easier to recognize the different points of view and needs.

Only winners are positive performers

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True conflict resolution is most likely to happen if there is no power gap between the parties involved. Conflicts are more suppressed than resolved by the application of power. They continue to smolder and demand an ever-new power-exercise. Anyone who leaves a loser as the winner of a conflict is sooner or later the loser.

Only winners are productive providers. The joint search for solutions, their assessment and joint decisions lead to conflict resolutions, which are accepted and supported by all sides.

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