| Why does a dependable supervisor begin calling in sick, | | | | decision, conflict between them causes decisions |
| when you know they are not really ill, just before an | | | | based on their power contest, not from their objective |
| important project is due for completion? Why is a | | | | judgment of what is best for the business. |
| valuable team leader always in a bad mood, snapping | | | | When an employee "forgets" to lock the office over a |
| at her colleagues, coming in late, and leaving early - all | | | | long weekend, "accidentally" leaves their company |
| of a sudden and for no reason at all? Why do you find | | | | laptop in the coffee shop at an industry event, or "didn't |
| yourself making decisions solely to keep the peace - | | | | mean" to let office supplies run out or the forklift out of |
| to keep from upsetting fellow employees who always | | | | gear on the loading dock - is it because they are a |
| seem to be "having a bad day?" | | | | bad employee or one with at least one bad relationship |
| If your employees were the right people when you | | | | with a coworker? |
| hired them and if they were productive motivated | | | | Absenteeism is associated with job stress, particularly |
| individuals before, why not now - what happened? | | | | the stress of chronic conflict with coworkers. Honestly; |
| When employees productivity, morale, and motivation | | | | have you ever taken a "sick day" when you weren't |
| fall - for no reason at all, it's not for no reason at all. | | | | really sick? Maybe you just thought you needed a |
| The first step toward ridding your organization of profit | | | | "mental health break" from the daily grind of dealing |
| draining behavior is to recognize it for what it is. | | | | with a micro managing boss or an annoying coworker. |
| Could it be workplace conflict? That's right, conflict. Not | | | | Conflict is clearly a contributor, along with other factors, |
| door slamming, yelling, desk pounding confrontations. | | | | that cause illnesses and injuries, resulting is lost work |
| Those are more easily addressed since the issues are | | | | time and cost the company money. Employees who |
| out in the open. | | | | are not at work cost your organization in more ways |
| I'm talking about the hidden conflict from issues that are | | | | than their loss of productivity. There is also the cost of |
| considered too insignificant to mention, so they build up | | | | workers comp and health insurance premiums to |
| until there is no turning back. Invisible conflict from quiet | | | | name just two other costs of their absence. |
| bullying and intimidation. Transparent conflict between | | | | Have you ever had to restructure the workflow of a |
| people who act nice toward one another and then | | | | department or of one of your managers - to reduce |
| sabotage each other's work. | | | | the interactions between certain people? When |
| As long as the problems resulting from these bad | | | | employees can't work together harmoniously and |
| relationships are considered random and not something | | | | processes or procedures are restructured to avoid or |
| that can be measured and successfully managed - | | | | attempt to diffuse the "people issue" - you are on your |
| they will likely continue, cyclically, forever. | | | | way to sub-optimizing your whole organization. |
| Once the behavior is identified as conflict and its | | | | The restructuring or other stop-gap solutions may |
| financial cost to the organization calculated - the next | | | | (temporarily at least) reduce conflict but it diminishes |
| step is to integrate strategies that have been | | | | the opportunities for collaboration and cross pollination |
| successful for well over two decades in resolving | | | | of ideas. And decisions made under circumstances |
| conflict between individuals who are in long term | | | | where conflict is present are never as good as when |
| interdependent relationships with one another. | | | | people work together toward agreed upon |
| "The vast majority " 99.999 percent or more of | | | | destinations. |
| interpersonal conflicts that occur in the workplace -- will | | | | How much time, yours and your co-workers is being |
| be dealt with in the workplace, for better or worse. | | | | wasted because of conflict? And time always equals |
| They're not going to be referred to a mediation expert | | | | money, earned or lost. |
| and they don't need to be," explains Daniel Dana, Ph.D., | | | | It's an eye opening experience the first time you put |
| mediation consultant and principal of the Mediation | | | | the actual costs on paper. |
| Training Institute International."These conflicts can also | | | | Using a cost of conflict calculator, create an educated |
| be carried to the dinner table when they involve family | | | | guess of the bottom line costs to your organization, of |
| members in a family or privately-owned business, | | | | one conflict you are familiar with. Then multiply the |
| unfortunately affecting every aspect of peoples' lives." | | | | estimate by the conservative number of such conflicts |
| When two or more people share responsibility for a | | | | in a year and be prepared for a shock! |