| When people think of the word conflict, they | | | | |
| often think of wars or violence. However, | | | | Conflict management is the process of |
| conflict exists at all levels of society in | | | | planning to avoid conflict where possible and |
| all sorts of situations. It is easy to forget | | | | organizing to resolve conflict where it does |
| that we experience conflict every day of our | | | | happen, as rapidly and smoothly as possible. |
| lives. But, and this is a very important but, | | | | |
| if you can't manage and have it under your | | | | Here are some useful hints regarding conflict |
| control, it might be disturbing to you and | | | | management for you: |
| your business. | | | | |
| | | | 1. Active Listening: |
| Conflict happens when two or more people or | | | | |
| groups have, or think they have, incompatible | | | | Just listening without any judgement, even |
| goals. | | | | if, and particularly if, you do not agree. |
| | | | This helps you to capture the essence of the |
| Wherever there are choices to be made, | | | | feelings of the people you are talking to. |
| differences may provide challenges or | | | | |
| opportunities. One difficulty is the | | | | Consider an iceberg. As you know it is 80% |
| possibility that differences will result in | | | | under the water and we see only 20%. When |
| increased contention. Supervisors may have to | | | | people communicate interpersonally, the 20% |
| act as mediators and arbitrators from time to | | | | represents their words, the 80% underneath, |
| time. The advantage of mediation is | | | | represents their real feelings. |
| maintaining responsibility for problem | | | | |
| solving and conflict resolution at the level | | | | A smart soloist listens carefully to his work |
| of those who own the challenge. | | | | force, and business partners without any |
| | | | prior judgement. This helps him understand |
| For any organization to be effective and | | | | their real feelings. |
| efficient in achieving its goals, the people | | | | |
| in the organization need to have a shared | | | | 2. Reflective Listening: |
| vision of what they are striving to achieve, | | | | |
| as well as clear objectives for each team / | | | | Person A listens to Person B and reflects |
| department and individual. You also need ways | | | | back, sometimes the exact words, what B has |
| of recognizing and resolving conflict amongst | | | | said. Then B says whether they feel heard or |
| people, so that conflict does not become so | | | | not. This, too, takes a lot of practice. |
| serious that co-operation is impossible. All | | | | |
| members of any organization need to have ways | | | | 3. The use of "I" statements and "you" |
| of keeping conflict to a minimum - and of | | | | statements: |
| solving problems caused by conflict, before | | | | |
| conflict becomes a major obstacle to your | | | | This is known as the power of speaking about |
| work. This could happen to any organization, | | | | your feelings and thoughts with no attack on |
| whether it is an NGO, a CBO, a political | | | | the other. A "you" statement is perceived of |
| party, a business or a government. This | | | | as an attack and thus closes down the other |
| includes your business too! So as a soloist, | | | | person to really be willing to hear *you* and |
| you need to be careful and take all the | | | | to engage in conflict resolution. |
| necessary steps to have conflict under | | | | |
| control within your business. This requires | | | | Again, this takes a lot of practice and |
| using conflict management techniques. | | | | coaching. |