Conflict is inevitable in any workplace, but it can be especially challenging when you and your colleagues are working remotely. How can you resolve disagreements and maintain productive relationships when you can't meet face to face? Here are some tips to help you keep communication flowing with remote tools.
The first step is to select the most appropriate tool for the situation. Depending on the nature and urgency of the conflict, you may want to use different modes of communication, such as email, chat, phone, or video call. Consider the tone, clarity, and feedback that each tool offers, and how they match your needs and preferences. For example, email can be useful for documenting and clarifying issues, but it can also be misinterpreted or ignored. Chat can be convenient and informal, but it can also be distracting and overwhelming. Phone can be personal and direct, but it can also be intrusive and awkward. Video call can be engaging and expressive, but it can also be stressful and exhausting.
The critical skill is learning to listen to emotions. Ignore the words, listen to the emotions, and reflect the speaker's emotions with a "you" statement. This will work in person, by phone, text, video, and even email. It is the only way proven to calm anger in less than 90 seconds.
I suggest identifying an opportune moment for an in-depth, face-to-face discussion on this matter. If that's not feasible, I'll initiate dialogue with the other party to foster an environment conducive to receiving feedback or advice.
When facing a conflict at work, it's important to maintain open communication using remote tools like video calls, messaging platforms, or emails. Schedule regular check-ins to discuss the issue, actively listen to each other's perspectives, and express your thoughts clearly and respectfully. Utilize screen sharing during meetings to share documents or presentations to ensure everyone is on the same page. Additionally, consider using collaboration tools like Trello or Asana to track progress and tasks related to resolving the conflict.
One of the most important things I have found when dealing with conflict is listening to understand rather than listening to respond. I do agree that empathising is important and this can be enhanced my mirroring the other person.
Nothing bits bringing the team together via online tools. When you meet with the team focus on their wellbeing as a priority before moving onto work or tasks to be done. There has to be a rhythm to the get together with the team to establish a sense of certainty and anticipation and hope that there is a time coming where members will make their concerns heard. As team leader in high stakes game you havevto play the role of mediator and peacemaker and captain of the ship.
The second step is to prepare and plan your communication. Before you reach out to the other party, take some time to calm down, reflect, and identify your goals and interests. Think about what you want to say, how you want to say it, and what you expect from the conversation. Also, think about how the other person might feel, what they might want, and how they might react. Try to anticipate and address any potential barriers or objections that might arise. Then, choose a suitable time and place to initiate the contact, and ask for their permission and availability.
In my experience one of the most powerful tools in approaching conflict is adopting a tone of curiosity. We often think we know the other party to the conflict’s perspective and motivations but in actuality we don’t. Adopting a curious tone can help keep communication flowing. Even if you don’t “feel” curious think of some questions to ask. Ex: “Can you help me understand why you choose option A or B”? Or “I thought the meeting concluded with the group deciding A, can you fill me in on why B is now the plan moving forward?”
Set clear expectations: When working remotely, it's important to set clear expectations for your colleagues. This includes setting deadlines, communicating your availability and setting guidelines for communication.
Acredito que uma comunica??o assertiva sempre está em consonancia com a escuta ativa, ter empatia e ouvir as pondera??es da outra parte é fundamental para resolu??o de conflitos. No caso de ferramentas remotas, temos hoje diversos canais de comunica??o e intera??o que podem ser utilizados positivamente e asserivamente para conversas e dinamicas, em que as pessoas expressem suas ideias e até descontentamentos para melhorias e media??es de conflitos.
Preparing for a challenging conversation requires a significant focus on emotional and mental readiness. It goes beyond merely acknowledging the existence of the impending discussion; it involves delving into the complexities of one's emotions and thought processes. Emotional preparation entails recognizing and understanding personal feelings related to the impending conversation, acknowledging any potential triggers that may evoke strong reactions, and cultivating self-awareness to manage these emotions effectively.
Siempre debemos tener en cuenta que no es recomendable comunicarse a través de quejas, reclamos o prejuicios. Se obtienen resultados muy valiosos al emplear un Lenguaje Generativo, aquel que construye lazos, fomenta encuentros cercanos y adopta una actitud abierta. Se sugiere escuchar con la curiosidad de un ni?o y la profundidad y respeto de un adulto, para generar confianza y fluidez en el dialogo. Si tu objetivo es "hacer que las cosas pasen", siempre comunícate utilizando un lenguaje generativo.
The third step is to listen and empathize with the other person. When you start the communication, express your intention to resolve the conflict and seek a mutual understanding. Then, listen actively and attentively to what they have to say, without interrupting, judging, or criticizing. Use verbal and nonverbal cues to show that you are paying attention and that you care. For example, you can use phrases like "I hear you", "I see", or "That makes sense" to acknowledge their points. You can also use gestures like nodding, smiling, or leaning forward to convey your interest and engagement. Try to empathize with their feelings and perspectives, and validate their emotions and experiences.
It is always said "Learn to Listen and Listen to Learn" !! Conflicts might arrive in the team considering certain brains are working to achieve a common goal. Rushing into the matter wont be helpful to anyone. Hence, arriving in such situation it is important to understand and acknowledge their point of your view while keeping your points in the open patiently and calmly..
é possível chegar a um acordo sem que as partes concordem em tudo. Para isso, é essencial ouvir as opini?es dos demais e respeitá-las, validando que entendemos o ponto de vista e o sentimento do outro. Quando as pessoas se sentem validadas, mesmo que n?o haja concordancia é bem mais provável que se chegue com maior facilidade a pontos de convergência.
These days I see a lot of courses on effective presentation skill, persuasive speeches, Speaking to win the hearts and minds of other and so much more about speaking. It is not bad to develop the speaking skill. However, effective speaking alone will not ensure effective communication. Communication is more of listening, listening with empathy to understand beyond what is said, to feel the perspective of the speaker. People who have good listening skills effectively communicate, often resolve conflicts, at least they agree to disagree which is okay.
Na minha experiência essa é a parte mais simples de ser feita, o que n?o quer dizer que é a mais fácil. O conceito é bem claro "Ou?a! Exer?a uma escuta empática, se colocando no lugar de seu interlocutor e tentando colocar sua vis?o sobre o mesmo prisma, nem que seja por alguns minutos". Assim que ouvir tudo, você convida a pessoa a fazer o mesmo exercício de escuta. Auto crítica para corrigir o que precisa ser corrigido, ausência de verdades absolutas e se colocar no lugar do outro é o tripé de um Rapport perfeito.
Na minha jornada como líder aprendi que uma das maiores deficiência como líder que podemos ter é justamente n?o escutarmos de forma empática o que nossos liderados tem a dizer, reconhecer suas dores como legítimas. Já líderes até distorcerem tais comportamentos dizendo ser apenas um comportamento para chamar a aten??o. Eu julgo que a melhor forma de come?ar a resolver um conflito é se colando em uma posi??o de humildade.
The fourth step is to speak and collaborate with the other person. When it is your turn to speak, use clear and respectful language to express your thoughts and feelings. Avoid blaming, accusing, or attacking the other person, and focus on the problem, not the person. Use "I" statements to own your feelings and opinions, and avoid "you" statements that might sound accusatory or defensive. For example, you can say "I feel frustrated when you miss the deadlines" instead of "You are always late and irresponsible". Also, use open-ended questions to invite their input and feedback, and avoid closed-ended questions that might sound leading or rhetorical. For example, you can say "How can we work better together?" instead of "Don't you care about the project?".
In person communication individually 1st and then get into collaboration. Determine exact issue and get individual agree on solution separately and get into meeting room together to discuss problem and solution with clear expectations.
In a situation where there is a conflict or a potential conflict, always pick up the phone and call or meet in person. Often mails/texts etc. can be misinterpreted. This will always help douse the situation by better understanding and also help in enhancing inter-personal skills.
I believe, most conflicts also happen because we attach ourselves to them, and thus with every rising counter and disagreement, it feels like a personal attack. There is also a pressure building to be right! The more we learn to detach ourselves from the conflict and look at it from only professional angle, it would not blow out of proportion for sure!
Get curious about the situation. Ask ??What is your perspective ??? ??What do you need??? ??What would be helpful??? The focus is on learning to keep the communication. Highlight the common points to reestablish trust. The intention is the most important.
Be proactive: When working remotely, it can be easy to feel disconnected from your colleagues. To counteract this, be proactive in your communication. Reach out to your colleagues regularly, ask them for feedback and keep them updated on your progress.
The fifth step is to negotiate and agree on a solution. After you have exchanged your views and concerns, try to find a common ground and a win-win outcome. Identify the areas of agreement and disagreement, and explore the options and alternatives that can satisfy both parties. Use positive and constructive language to propose and evaluate the possible solutions, and avoid negative and dismissive language that might undermine or reject them. For example, you can say "That sounds like a good idea, how about we try it for a week and see how it goes?" instead of "That will never work, it's too risky and unrealistic". Also, use objective and measurable criteria to assess the feasibility and effectiveness of the solutions, and avoid subjective and vague criteria that might cause confusion or disagreement. For example, you can say "Let's agree on a clear timeline and deliverables for the project" instead of "Let's just do our best and hope for the best".
Negotiation: In this technique, both parties work together to find a solution. One thing I have found useful is when both parties have an interest in the outcome and are willing to work together.
Después de escuchar y atender peticiones, tienes todo para negociar con el colaborador y por la atención que has brindado lo que recibes de vuelta es compromiso.
Depending on the context, sometimes persuading the other party (since the issue is too critical, and you know you are right) is a better choice than compromising; and sometimes it's more effective the other way around (simply because the collateral damage is bigger if a compromise is not reached). Investigating the larger context of the problem, e.g., the timing, and internal and external environment, will help provide an alternative perspective and inputs on what the best approach it should be, to reach an optimal outcome for the organization.
Adoptar el enfoque "Ganar Ganar" del modelo Harvard, destacando la importancia del lenguaje positivo y constructivo, fomentando la colaboración en lugar de la confrontación y teniendo en cuenta cuatro grandes principios de este modelo: .Separar a las personas del problema. .Concentrarse en los intereses y no en las posiciones. .Proponer opciones de mutuo beneficio. .Insistir en el uso de criterios objetivos. Este es el mejor modelo para resolver un problema sin da?ar la relación entre las personas.
Die M?glichkeit eine Win-Win-Situation zu finden wird oft vernachl?ssigt. Es geht doch nicht darum einen Kompromiss zu schlie?en, in dem sich eine der Seiten "schlechter" stellt. Konkrete Vereinbarungen helfen, das was besprochen und vereinbart wurde auch umzusetzen.
The sixth step is to follow up and review the results. After you have reached an agreement, make sure to document and confirm the details and expectations. Express your appreciation and gratitude for the other person's cooperation and willingness to resolve the conflict. Then, monitor and evaluate the implementation and impact of the solution, and provide feedback and support to each other. If needed, make adjustments and improvements to the solution, and communicate any changes or issues that might arise. Also, celebrate and acknowledge the achievements and progress that you have made, and reinforce the positive and constructive relationship that you have built.
I would add, give yourself and the situation time. Time to calm down and outline that plan/negotiation. Do not reply from a space of injustice!
It is important to celebrate achievements of the team, no matter how small. Positive reinforcement fosters higher morale outcomes and productivity. Also, when conflict does arise it does not overshadow all the hardwork that came before.
Ohne Follow-Up keine Entwicklung. Vereinbarungen, die nicht nachgefasst werden sind nicht wirklich wertvoll. Auch l?sst sich dann eine Entwicklung dokumentieren, aus der sich n?chste Schritte ableiten lassen.
and that! reaches a point of balance between the parties and tries to promote a healthier environment I already did this at the company I work for and it worked great.
Depois de decidir os caminhos a serem tomados, acompanhar de perto e constantemente a evolu??o das práticas adotadas é um dos passos mais cruciais e negligenciados. Deixar que fluam as a??es naturalmente pós interven??o podem ter resultados positivos, mas mais provavelmente manter?o a situa??o como estava ou regredirá. Esse cenário gera um desgaste ainda maior e cria uma falta de confian?a no mediador, na empresa e nos colegas - Atribuindo culpas, gerando mais resistência, e as vezes intensificando o conflito. Acompanhar de forma estratégica, contínua e metódica as a??es acordadas, propor revis?es e altera??es quando necessário e até voltar a conversa antes que o cenário perca o controle é sempre o ideal.
In my opinion, as a Leader foster an environment where team members feel comfortable expressing their thoughts and concerns.
It’s helpful to remember these four words when you’re dealing with challenging personalities: “Hurt people hurt people”. You never know what trauma an individual has or is dealing with. Striving to identify commonalities and build rapport prior to trying to address contentious issues or reaching any agreements can lead to more positive results.
Navigating emotional whirlwinds with grace is key in my perspective. More often, then we like, conflicts whip up emotional storms. Its like navigating stormy waters. The key? Keeping your cool, steering your own emotional ship with skill while helping calm the waves around you. It's about being the eye of the storm, where peace reigns, even as emotions rage around you.
Feel your emotions to the end to safely release them ( ?empty your cup“ ) by connecting with your body through breathing . Then , when fully present , you are available to listen and attend to others with curiosity and non-judgement. Acknowledge and validate their experience, then find a common solution. It takes some practice , mindfulness and skills in breathing techniques but highly effective.
Gerenciar conflitos requer participa??es presenciais que demandam o levantamento das origens, acompanhamento e possíveis tomadas de decis?o. Para manter uma comunica??o remota no sentido de dar continuidade à gest?o do conflito pode-se usar e-mail, chamadas de vídeo individual ou coletiva, dentre outros aplicativos como o Google Meet, o Zoom e o Microsoft Teams. é interessante manter-se num local reservado, sem interrup??es e com o máximo de descri??o para estabelecer diálogos e intera??es. Chamadas de vídeo normalmente requerem bastante aten??o, pois qualquer momento de distra??o pode comprometer a qualidade da comunica??o, gerando erros de interpreta??o e entraves.