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