Managing Interpersonal Conflicts

Interpersonal conflicts occur from time to time in every organization. If left unresolved, they can result in lower productivity, employee turnover, morale problems and sometimes lawsuits. Early intervention and clear communication are two key factors in addressing interpersonal conflicts. It is also important to acknowledge emotional issues surrounding the conflict and to ensure that the way work duties are organized is not contributing to the problem.  

Anxiety at Work: Managing Your Boss

Q. How do you manage the prototypical “difficult boss?”

A. Successfully managing a difficult boss is a challenge but often
feasible. First, you should try to understand the reasons for your
boss’ difficult behavior. Assuming your boss generally behaves in a
fairly reasonable manner, and that his/her difficult behavior seems
to
be a result of stress overload rather than his/her character, chances
are good that the behavior can be modified. If your boss’ behavior
seems to reflect a chronically hostile, abusive style of interacting
regardless of the amount of stress in the worksite, the chances are
less positive that the behavior can change. In fact, you may want to
consider seeking counsel from a trusted mentor or human resources
professional to evaluate your options. Second, you have to manage
your
own negative emotions regarding his/her behavior so that you do not
engage in self-defeating behavior (e.g. stonewalling, or counter-
attacking your boss).Third, once you understand and have managed your
own negative reactions, you may work to communicate your issues/
concerns — but framed in a helpful positive manner — creating an
atmosphere for problem resolution.

When conflict occurs…!

 Identify the type of the conflict – this first step is very important because each type of conflict (interpersonal conflicts, intergroup conflicts, interest conflicts, value conflicts, relationship conflicts, emotional conflicts) needs a certain strategy.

Excellence is Free for Everyone

In our society and culture there is a fatalistic yet popular idea: you have to be gifted (specific innate gifts) in order to achieve excellence in a certain field. But latest researches deny this awful idea. Why awful? Because it may make you don’t start up at all or quit too early in the field you like most. You may either think you aren’t gifted for what you would like to do for the rest of your life or if you started up and encounter inevitable obstacles and bumps you may conclude you just aren’t gifted and give up.