Workplace Conflict Is Not Without Benefit.

No one likes to be antagonistic to others.

Most people even become nervous when they think of conflict.

But the problem will not disappear.

They will only deteriorate day by day.

So, what should we do?

The first step is to ensure that the objectives of each business unit are aligned with the organizational goals.

The larger the company and the more diversified the product is, the more difficult it is to maintain consistency. Conflicting goals are more likely to cause friction between employees.

Ensure that everyone's reward is linked to the company's goals.

Tell employees that they need to place the company's goals first, unless their performance depends solely on the success of their department.

Lynn Elson Hans, former CEO of Sunoco, said that linking employees' goals with rewards and corporate goals would create a level playing field for everyone to participate in the dialogue.

Elsenhans said, "at first, people may not like each other, trust each other, or even think others are nothing.

But if the company fostering everyone's sense of responsibility for the company and forming a norm, for example, everyone can discuss problems together and find alternative solutions to problems, a climate of mutual trust and respect will be gradually established.

People began to look at problems from different perspectives.

"We need to help each other succeed and make the company successful."

She adds that this will lead to a natural consequence that people will start to feel that they can never let each other down.

Elsenhans's method may be able to reduce.

But it does not solve such a problem: how to deal with the contradiction between others and others, and ultimately get the so-called "win-win".

How to train the team to solve problems in a healthy way? Roger Fisher and William L Yuri's agreement: Getting to Yes: Negotiating Agreement Without Giving In is a good resource.

The author of this book focuses on focusing directly on the problems faced by a company or team, rather than focusing on individuals who represent different parties, otherwise it will only escalate the contradictions and distract people's attention to the problem.

One of the other main points they have mentioned is that people tend to stick to the standpoint rather than creative cooperation and find solutions.

Instead, the training team should go out of its own position to consider the problem and try to judge the fundamental interests of others.

Are they worried that sales will be reduced according to the procedures you proposed? Are they worried about causing customer dissatisfaction? Are they worried that the credibility of the team will be affected? Fisher and Yuri wrote that positions may never be coordinated, but interests can be reconciled.

If we define the fundamental interests of both sides of the conflict, we can focus our energies on finding a solution to meet the most important needs of all.

It is not just courage to talk openly about what may cause a colleague, or even worse, a negative reaction from the boss.

If the whole company can insist on this practice from top to bottom, it will often achieve the maximum.

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At the same time, there are huge potential benefits.

When the Reuters (Reuters) merged with the Thompson group (Thompson) in 2008, CEO Devin voni was clear that the real challenge was how to integrate the two batches of previously competing employees - the two companies had 50000 employees in 93 countries.

The potential impact of harmful environment is enormous.

However, when I first discussed with Mr. van Ni g, I knew that he decided to build a team that would not let the other team down.

"Building a cohesive team is my top priority," he said.

The team I want to build is to make people feel able to maximize their talents and to know that others are always supporting themselves behind them.

After the first stage, van Ni G's own

Start to open your heart and regard each other as a normal person with subtle nuances. Everyone has their own strengths and weaknesses.

Then comes the second stage: creating an environment where people can give advice to others.

For example, a senior executive criticized that he was always unable to concentrate on solving problems.

Although the executive was worried that his behavior had crossed the border, he not only accepted the criticism of the other side, but also changed his behavior.

Not all companies are willing to accept such candor, but every team leader can take steps to create a more honest and supportive culture.

It will help to foster team cohesion and improve efficiency.