1. EARLIER PROBLEM IDENTIFICATION Workplace conflict can shine a light on deeper problems that need to be addressed. Even the most seemingly trivial disagreements might stem from underlying unaddressed issues that, if not addressed, are likely to fester and then explode down the road. Thoughtful managers can watch for patterns in the workplace and engage early with the involved staff before the workplace is disrupted by a full-fledged conflict.
Similarly, conflict can identify practices and processes that need to be improved or replaced.
2. BETTER PROBLEM-SOLVING The best ideas and solutions flow from healthy discussions involving a diversity of perspectives.4 But this goal can be difficult to attain. It is challenging when our work colleagues disagree with our opinions or suggestions. Different viewpoints can sometimes result in friction or even outright conflict. Sometimes one or two voices tend to dominate discussions in the workplace leaving others without real opportunities to express their views at all. These dynamics can lead to disengagement, poor buy-in and less than optimal solutions.
If staff members can learn to engage with these kinds of conflicts in constructive ways, then disagreements are not only normalized but can be seen to be an important piece of joint problem-solving. If everyone feels comfortable expressing their views, more ideas are generated and differences of opinion become opportunities to hone and improve ideas into workable solutions. These are critical life skills which can be applied in the workplace and beyond. In addition, conflict engagement is an important leadership skill and employees who seek training and experience in this area may have better chances for advancement within the organization.
3. HEALTHY RELATIONSHIPS, MORALE AND COMMITMENT Conflict that is denied, avoided, suppressed or handled ineffectively can harm relationships. Human beings can form inaccurate assumptions about the intentions of others which, unless surfaced and examined, can undermine important working relationships. On the other hand, if staff feel comfortable raising differing views, concerns or complaints and they see that these are heard and respected by their peers and management then their relationships with each other and with the organization can be strengthened.
In one organization I was involved in, some members of a critical stakeholder group felt disenfranchised by a decision made by the organization that they argued didn’t take that group’s interests into account. While initially denying their concerns and escalating the conflict, the organization was able to pivot by expressing willingness to participate in an open dialogue about the issues. Three well-facilitated circle processes were held and were well attended. Participants reported that they felt their concerns were heard and respected. The organization benefited from the healthy dialogue and relationships were strengthened.
4. IMPROVED PRODUCTIVITY There will likely be an investment of time and energy at the outset to prepare individuals and teams to recognize and engage well with various kinds of workplace conflict. However, conflict that is handled well will free up people to focus on their jobs rather than tensions in the office which will lead to higher productivity, efficiency and effectiveness.
The most successful teams involve a diversity of backgrounds and approaches. By virtue of their training and experience, many lawyers are “black hat thinkers” who tend to focus on risk and possible negative outcomes. When we are trying to change things or encourage innovation and creativity this approach can be annoying. Some team members may dislike having their ideas challenged in this way, which can cause discord. However, a well-functioning team with training in effective conflict engagement can benefit from rigorous black hat and other types of thinking in order to hone and improve its ideas.
5. PERSONAL GROWTH AND INSIGHT Conflictual situations can help us to learn more about ourselves and others. There is nothing like a difficult disagreement to reveal not only what we care about, but also our default approaches and reactions. We may not always show up as our “best selves” when in the midst of a heated discussion or when confronted by stinging criticism. However, in each of these situations, if we are open to it, then there is likely to be an important insight about ourselves that is worthy of learning. Self-awareness is the first step to managing ourselves better in the future.
We can learn about our work colleagues in the midst of conflict. It may be helpful to know, in advance, how they react in certain situations and to take that information into account when we are working with them in the future. I hope this was helpful pls mark as brainest if it was
The answer is 2, because it is way bigger than the other stars, with a radius of 432,288 mi. It is also estimated their are over 100 billion stars in the galaxy.
Answer: "I am sorry that I won't be able to say everything I'd planned in my remaining time, but please let me conclude with . . ." Then state your most important idea and make your conclusion before time runs out.
Explanation: If you may be cut off by the moderator or the chairman, your audience will at least hear the conclusion you planned. If you are stopped ( and it DOES happen ) in mid-sentence or without making your most important point, the audience will see you as disorganized, or insensitive to the time limits, and may have an unfavorable impression of you-- and they will have missed the purpose of your speech.
In 1680, Aurangzeb allowed the British to trade at Surat by paying duties of 3.5 percent. An earlier law (1650) made by Shah Shuja as subhedar of Bengal had allowed the British to trade in Bengal for an annual fee of Rs3000.
