What if you could identify the personality traits that cause conflict in the workplace?

2 Openness and Conflict

Openness reflects how curious, creative, and adventurous a person is. People who score high on openness tend to be more open to new ideas, experiences, and perspectives, while people who score low on openness tend to be more conservative, conventional, and resistant to change. In the workplace, openness can cause conflict when there is a mismatch between the level of innovation and flexibility required by the task or the team, and the level of comfort and stability preferred by the individual. For example, a high-openness person might feel frustrated by a low-openness person who is reluctant to try new methods or solutions, while a low-openness person might feel threatened by a high-openness person who is constantly challenging the status quo or proposing radical changes.

3 Conscientiousness and Conflict

Conscientiousness reflects how organized, diligent, and responsible a person is. People who score high on conscientiousness tend to be more goal-oriented, detail-oriented, and self-disciplined, while people who score low on conscientiousness tend to be more spontaneous, flexible, and laid-back. In the workplace, conscientiousness can cause conflict when there is a mismatch between the level of quality and efficiency expected by the task or the team, and the level of effort and accuracy delivered by the individual. For example, a high-conscientiousness person might feel annoyed by a low-conscientiousness person who is careless or sloppy with their work, while a low-conscientiousness person might feel pressured by a high-conscientiousness person who is demanding or micromanaging their work.

4 Extraversion and Conflict

Extraversion reflects how sociable, energetic, and assertive a person is. People who score high on extraversion tend to be more outgoing, talkative, and dominant, while people who score low on extraversion tend to be more introverted, quiet, and submissive. In the workplace, extraversion can cause conflict when there is a mismatch between the level of communication and collaboration required by the task or the team, and the level of interaction and influence preferred by the individual. For example, a high-extraversion person might feel bored by a low-extraversion person who is reserved or withdrawn in meetings, while a low-extraversion person might feel overwhelmed by a high-extraversion person who is loud or intrusive in conversations.

5 Agreeableness and Conflict

Agreeableness reflects how cooperative, friendly, and compassionate a person is. People who score high on agreeableness tend to be more trusting, supportive, and accommodating, while people who score low on agreeableness tend to be more skeptical, competitive, and confrontational. In the workplace, agreeableness can cause conflict when there is a mismatch between the level of harmony and consensus desired by the task or the team, and the level of dissent and debate expressed by the individual. For example, a high-agreeableness person might feel hurt by a low-agreeableness person who is rude or aggressive in arguments, while a low-agreeableness person might feel stifled by a high-agreeableness person who is too polite or passive in disagreements.

6 Neuroticism and Conflict

Neuroticism reflects how sensitive, anxious, and emotional a person is. People who score high on neuroticism tend to be more prone to stress, worry, and mood swings, while people who score low on neuroticism tend to be more calm, stable, and resilient. In the workplace, neuroticism can cause conflict when there is a mismatch between the level of challenge and uncertainty faced by the task or the team, and the level of coping and confidence displayed by the individual. For example, a high-neuroticism person might feel panicked by a low-neuroticism person who is too relaxed or optimistic in crises, while a low-neuroticism person might feel irritated by a high-neuroticism person who is too nervous or pessimistic in difficulties.