In companies it is normal for discrepancies to arise between their collaborators and sometimes with customers or suppliers. Differences are a daily occurrence and do not have to affect the effectiveness and operation of an organization. The real problem arises when we allow those situations to create conflict. So yes the results in the short or long term are put at risk.
Differences become conflicts when they affect the quality or state of relationships between people who have these different points of view. We allow friction to arise when we do not properly handle diversity of opinion. Sometimes it is due to our pride, because we tend to believe that whoever does not think like us is wrong. We start from the fact that if the other party was right they would think the same as us, because of course we are always fine. Our pride blinds our understanding and leads us to believe that folly that only our suggestions are correct. It seems that we come to believe that when God has doubts he consults us so that we can give him the proper diagnosis.
I have learned that when someone disagrees with me it is not because they are stupid, incapable or inconsistent. Of course not. That person affirms what he says because he has information that I do not have, he has different points of view or he is trying to satisfy different interests than mine. What is truly foolish about the matter is not their opinions, but rather that I fall into the trap of believing that it is wrong and do not dedicate myself to identifying what their interests, logics, information or perspectives are.
The next time you face a conflict, I recommend taking the following points into consideration:
1. Conflicts are usually generated by one of the following differences:
to. Of information. It is when the parties have different information on the same topic.
b. Of objectives. It occurs when people have different priorities regarding what they should achieve.
c. Of method. Here the discussion is based on how to achieve the objectives, on the procedures.
d. Stock. The differences lie in whether the way in which the challenges are being solved is correct or allowed by the company.
and. For non-compliance. They arise when one of the parties breached an agreement.
2. When you identify the conflict ask or ask yourself the right questions:
to. Of information. Can you tell me on what basis do you have the opinion?
b. Of objectives. What is the objective to achieve with all this? It must be mentioned very specifically.
c. Of method. How do you think the objectives should be achieved? What must we do to achieve the goal?
d. Stock. Why do you think it is inappropriate to accept the other person's proposal? Does this way of acting against company policies or respect for someone threaten?
and. Of default. What agreement did the other party breach? Was there really an agreement or was it just your expectation of what the other should do? Did the other breach something to which he had expressly committed himself?
These questions will help us locate the root of the conflicts. Once identified, people must be led to make a favorable agreement for both or for the desired results.
Of course, sometimes facing and resolving differences does not only depend on following these simple proposals; for human ego and pride are often the main obstacle to solving differences; but that will be the subject of another analysis. For now let's stay with these ideas and put them into practice, either in a situation we are experiencing or that we have to resolve due to disagreements between collaborators of our team. After all, isn't this one of the roles of bosses and leaders?
