Workplace conflict

Budgets, time and resources are always limited and with more pressure to deliver more with less, conflict is bound to arise.

Leaders need to be clear about what the goal is, the priorities and to ask their teams to discuss how resources should be shared and prioritised. Inclusion and communication is critical.

Different personality and behavioural styles can lead to great conflicts if people don't understand and appreciate each others differences. 

Doing a behavioural profile such as DiSC can help others to understand each others styles and actually strengthens teams when lead in the right way. Do the personality course to learn more.

Perception, bias and judgement always cloud the way in which something is regarded, understood, or interpreted. It's amazing how you look for the faults in someone's plans when you don't like that person, or champion and idea when it comes from someone you like or want on your side - even if it is floored.

Know that bias and  judgement always colours your perception.

Either, either, scone or scone... miscommunication is one of the biggest causes of conflict. What you meant and what was interpreted is often misaligned - especially when most communication is now done over email, text or messenger.

And when we are rushed, pressured or annoyed, we are unable to rational construct our messages perfectly, and receive the messages too. 

Often goals for individuals or teams might clash or have conflicting timelines and dependencies. It's really important to get clarity over the dependencies and ensure key milestones are in sync. 

As a leader, be clear on what the goal is and when it needs to be done, then involve members of staff in identifying key stakeholders, blocks and barriers and empower them to engage in conversations.

Job titles, authority, departmental alliance and hierarchy also play a role in conflict for all of the other reasons. But unclear roles and responsibilities create so much needless conflict.

When people step on each others toes, or one person thinks that the other person should be doing something... all because of unclear communication and structure.