101: QUELLING CONFLICT
With four generations now in the workplace, the 2016 work environment may seem ripe for conflict. For departmental or company leaders, collaborations and co-working may need a bit more of their focus; communication takes on a whole new importance. Here are three things to keep in mind when managing an office with complaints, eye rolls and ineffectiveness among teams.
It begins by emphasizing the good. Catch people doing things right, and acknowledge them, advises human resources expert Casey Swartz in an article at SHRM.org, to foster an atmosphere where people then feel comfortable bringing up problems. Perhaps departments report to another what they've accomplished, to foster understanding. A way to build trust and catch problems before they become sources of conflict is to encourage healthy dissent. “Managers should encourage dissent that's focused on tasks, strategies and mission,” she writes.
Mix it up. This means cross-team collaborations and intergenerational group projects. “By providing opportunities for cross-generational collaboration, such as official mentor pairings, HR teams can prepare workers of all ages for productive relationships,” and reduce conflict, writes Jasmine Gordon of Forbes.com. Now more than ever, with a global workforce, employees need to broaden their scope and work with others across a wide variety of communication and working styles.
Know that conflict can hide other problems. Once communication is opened up, other issues may come to light. When solutions are found, says an article at MindTools.com, managers can look forward to increased understanding, better cohesion and self-knowledge of each member of the team. “Conflict pushes individuals to examine their goals and expectations closely,” the site states, “helping them to understand the things that are most important to them, sharpening their focus and enhancing their effectiveness.”
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