God Almighty created the human being and distinguished them from all other creatures. Among the things God distinguished humans with is the uniqueness of every person from another; every person is considered as different as the difference between fingerprints. No two people agree on everything; difference is a feature of life, and we must adapt to it and respect it.
Disagreement at work is a contradiction or difference in viewpoint or opinion between one person or several people, which may lead to friction or clashes between two or more social parties. These parties can be individuals or groups within the work environment.
Better returns at work.
An opportunity to learn and develop.
Improved relationships.
A higher satisfaction rate.
A more inclusive work environment.
Focusing on the bigger picture.
Disagreement does not necessarily mean behaving rudely.
Set a model to follow.
Team conflict is natural, and avoiding conflict is natural too. Handling it poorly and creating greater chaos in the work environment happens repeatedly. In fact, most team members and team leaders are not equipped to deal with conflict. They do not have reliable tools. Since human beings are unpredictable, there is no perfect template. Nevertheless, there are steps that consistently help convert the heat of conflict into creative conversational energy.
One of the reasons team leaders and team members avoid conflict is the fear that things will spiral out of control and become personal. It helps to clearly distinguish between two forms of conflict:
When there is conflict, we want to operate in the positive, generative functional zone. Here are six steps for entering that zone.
This approach is very important, so that matters do not escalate. If early signals are allowed to escalate, they naturally build momentum against you.
For the team leader, this step is especially important. It sets a standard for the team, and the leader's willingness to engage makes it easier for team members to move forward.
This step can be the key to keeping the conversation in functional conflict. What matters to one or both of you? Return to the refuge of mutual agreement.
Often, in the heat of disagreement, no one is listening. Everyone is simply reloading to fire off another volley for their position. The more creative choice is to listen for the goal behind the position and the value it brings to the discussion.
Practise active listening: replay what you hear, summarise what others have said, and ask clarifying questions.
In functional conflict, we are heading towards a result, not further fighting. So look for an actual step to keep moving forward.
Managers and department heads, supervisors, and employees in team-based workplaces.
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