JLBC Managing conflict


JLBC Managing conflict

Building a successful team depends on cooperation between all members of the group. But what if some people won’t play ball? Unproductive confrontations with you as a leader or between team members can take up a lot of your time, create a bad atmosphere, and stop you from achieving your aims, so finding positive ways to deal with disagreement is a crucial leadership skill.

JLBC Dealing with conflict

Conflict arises when people stop listening and approach a situation from their point of view. As a leader, you must look beyond the confrontation to understand what is happening and discover the roots of the hostility.

Begin with yourself: your role means you may be a factor in a team member‘s dissatisfaction. Differences in outlook, behavior, and style can lead to tension— which can be used constructively to stimulate creativity and enrich the team or, if left unmanaged, can cause division.


Is it me?

JLBC Meeting standards

It is tempting to work around conflict, but this undermines the team and your leadership position. You should explore all courses of action to bring about improvement. But many people find adversarial situations hard and may sabotage their future if they do not see a way out. Suppose open discussion and support fail to achieve changes. In that case, you will need to work within your organization’s disciplinary policy and procedures to deal with the situation and prevent an adverse effect on the rest of the team.

Answer YES or NO

1 Have I explained new initiatives clearly—could they be causing insecurity or anxiety?

2. Do I come across as approachable and accessible?

3 Have I made unreasonable demands?

4 Have I been fair in my praise or my criticism?

5 Am I portraying the right image for a leader?

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