Why Is There An Opportunity For Workplace Conflict?

This sounds totally incorrect and leads to disaster, arguing that the arguments for useful and productive forces conflict with our education.

What is one of the most important lessons you learn in kindergarten? It's important to get along with others.

Of course, as a leader, you want your organization to run smoothly, but a conflict free organization is usually mediocre.

A harmonious workplace may cooperate with one another, or important matters may be buried.

Arguing, in other words, is often a signal that people are working hard to make the company better, more flexible and more competitive.

Disputes will also make your people happier, and harmony will only make people miserable even more often.

So if you have an argument in your business, you probably should let it happen, even in some cases.

How to make the dispute worth the money.

Disputes naturally arise from cooperation, and cooperation is important for an organization that can effectively cope with the increasingly complex needs of the business world.

With regard to customer needs, competition pressures, and regulations limiting these complexities, many organizations respond by becoming more complex.

They increase managers, focus on functions, procedures and best practices, which only make organizations more bloated and less responsive.

Instead, autonomy and cooperation are needed. Workers use their judgement and intelligence to solve problems and improve all outcomes.

Autonomy and cooperation, rather than procedures and scorecards, make the company more flexible, flexible, responsible and competitive.

This is where disputes play a role. It is a key element of cooperation.

Cooperation is easier said than done.

It means that many individuals and units work together to produce a specific result.

To do this, people need to come together to understand each other's needs, explore solutions, and create something that is not just simple.

Cooperation requires people to balance their personal goals according to team interests.

When you try to do this, tension arises, and people are easily angry with each other.

The best companies regard disputes as a way to achieve better performance.

In the conflicting mobile network engineering of several construction teams, the company brings them together to make the most unlikely team responsible, so they discuss overlapping delivery and demand, and straighten out a complete schedule.

This forces all teams to consider each other's conditions and coordinate with each other.

The project was carried out smoothly and the delivery date was advanced.

The main products of a car manufacturer are hard to repair.

The way of laying the line makes it necessary to remove the engine when changing headlights.

The company forced engineers to work in customer service departments - they had to face angry technicians and angry customers, and understood the consequences of their design decisions.

In an industrial company, procurement planners and procurement are difficult to coordinate in a cost reduction plan.

The symptom is that the business department will purchase its own business on its own. The company's response is to gather everyone in one place, create a target set that is consistent with the procurement Planner and purchase, and cut down the budget of the business department.

So they have no choice but to work with buyers and planners.

The cost of procurement has also declined as a community of actions has come together.

Disputes lead to happy employees.

More

Arguing, one of the rewards is that people are happier.

In bloated and sluggish organizations, people feel frustrated and irrelevant, because their work does not work.

Ironically, when you let arguments happen or even encourage them sometimes, people become angry and look at each other rather than being cautious about avoiding difficult problems that may affect their relationship.

They become happier because they have done difficult, important and meaningful work and made themselves influential.

The basic principle is to find out what people in your organization are doing, and remember that what they do under their premise is rational, such as keeping work and avoiding punishment.

Then give them the rational premise of your actions.

What they do is 100% consistent with the premise you create, but you do not realize it.

If your goal is a happy, productive, flexible, and responsible organization.

What we are talking about is a chance to argue.