Conflict: the context
Stupefyingly difficult people cross and re-cross our path – the ridiculous boss, the toxic colleague, the impossible line report…
We also work with a much larger group of talented people who simply think, communicate and behave in a way that is very different to our own.
Workplace conflict and related tension are inevitable given the potent mix of our different personality types, backgrounds and strengths. Many of us suppress and so magnify a lot of our feelings because we:
- fear conflict
- don’t think it is acceptable to speak up
- don’t trust ourselves or the other person to manage conflict well
- feel trapped and powerless to change anything
How many difficult colleagues have you worked with?
More than 3? Less than 10? How many conversations did you have with these people about the issues, the resulting personal and commercial impact, your differences, new insights and possible solutions?
Few people relish workplace conflict
However, if we don’t tackle this important issue what is the impact on us as individuals, leaders and team members?
Are we also missing out on the competitive advantage and cultural benefits of encouraging differences, a more questioning approach and more constructive, if sometimes difficult, conversations? How many valuable new ideas and insights go un-shared in favour of mid-ground/status-quo thinking to avoid “rocking the boat”?
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Abigail Hunt
Abigail Hunt helps leaders to have courageous conversations. An Innovation Consultant and Executive Coach, she is an associate at Mackie Consulting and a member of Bridge Collaboration and Møller PSF Group.
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