Leadership Skills: Handling Conflict Skills

As an excellent Administration You need to know yourself and your partner. Handling conflicts Style, understand the situation of conflict, and consider your best choice.

　 1. you deal with conflict. Basic style What is it like?

Although most people will change their reaction to conflict according to different situations, everyone has his own basic style of dealing with conflicts. Such as "peacemaker" and "sitting on the ground".

You should understand your basic style of handling conflicts, because the basic style shows how you are most likely to act and the way you often use it.

　 2. carefully choose the conflict to be prepared.

Not all conflicts must be dealt with. We should not treat all conflicts equally. Some conflicts may not be worth the effort, and there are still some things you can do nothing about.

"Avoidance" may seem to be escaping, but sometimes it is the most appropriate way. By avoiding trivial conflicts, the overall management efficiency can be improved. Therefore, you must carefully choose the conflict that you are prepared to deal with, and leave your energy to those valuable and meaningful events.

Don't be naive to think that management experts can solve all conflicts. Some conflicts are not worth the effort at all, and some conflicts are outside your influence. Some of the remaining conflicts are what you should deal with. You should first pick them out.

　 3. assessing conflicting parties

If you decide to deal with specific conflicts, it is very important to take time to understand the parties carefully.

What kind of people are involved in the conflict? What is the basic situation of the two sides of the conflict? What is the state of the resources of both sides? If you can stand on the side of the two sides of the conflict, you can understand the essence of the conflict more deeply, and the possibility of success will be greatly improved.

　 4. reasons for conflict assessment

Conflict is not generated in a vacuum, and its appearance is always justified. The way to resolve conflicts depends largely on the causes of the conflict. Usually, the causes of conflict can be divided into three basic types.

(1) conflict caused by communication differences. Communication differences mean the disagreement between the two sides. It is easy to think that most conflicts are caused by lack of communication, but in fact, many conflicts are accompanied by a lot of communication.

One mistake is to equate good communication with others' opinions. At first glance, almost all conflicts seem to be caused by poor communication. Further analysis shows that inconsistent opinions are caused by different roles, organizational goals, personality factors, value systems, and many other reasons. Therefore, managers should not attach too much importance to bad communication factors and ignore the real reasons. {page_break}

(2) conflicts caused by different positions. Each person or organization has its own unique interests and ideas, which is one of the important causes of conflicts.

Because of vertical and horizontal differentiation, there are different departments or interest groups. This organizational structure leads to difficulties in reconciliation and the result is conflict.

This conflict is not caused by personal grievances, but also very troublesome to deal with.

(3) conflicts caused by personality traits. Some people's characteristics make it difficult for others to cooperate with them. Personal background, education, experience and training shape each individual's specific and unique personality characteristics and values. As a result, some people are bitter, untrustworthy or unfamiliar.

These differences in personality can also lead to conflict.

　 5. choose the right way to deal with it.

When conflict is too intense, what measures or techniques can managers use to reduce conflicts? You have five options, including avoidance, compromise, coercion, compromise and cooperation.

Each method has advantages and disadvantages and adapts to each other. There is no "general standard". As a manager, you may often use specific methods (which are related to the basic style of your conflict handling). But senior managers should know what each method can do, how to do it and when to use it best.

(1) avoidance. We have repeatedly stressed that not every conflict must be dealt with. Sometimes, "avoidance" is the best way to withdraw from conflicts or to curb conflicts.

The avoidance strategy has the best effect. When the conflict is negligible, or when the conflicting parties are extremely emotional and need time and tranquil, this strategy works well.

(2) accommodate. The goal of compromise is to put others' needs and considerations above their positions, so as to achieve a harmonious relationship. For example, if you submit to others' opinions on specific things, you should compromise.

When disputes are not important, or when you want to lay a foundation for future work, this option is valuable.

(3) compulsory. The opposite of coercion is to try to satisfy one's needs at the expense of the other. In management, managers use their authority to settle disputes.

When you need to deal with important events quickly, or when you need to take unusual activities and have nothing to do with others, this option will achieve good results.

(4) compromise. Compromise requires both sides to make valuable concessions. When both sides of the conflict are evenly matched, or when a complex problem is temporarily resolved, or when time is pressing, an expedient timing is needed. Compromise is the best choice.

(5) cooperation. This is a win-win solution. Both sides of the conflict have satisfied their own interests.

Cooperation requires the two sides to discuss openly, listen actively and understand the differences between the two sides.

When to use this strategy? There is no time pressure. Both sides of the conflict hope to get a win-win solution. The problem is very important. When it is impossible to compromise compromise, cooperation is the best strategy.