Be respectful to your colleagues. Disagreement can be cordial, but honest and effective. Don`t try to manipulate the situation like a former employee did — she cried. Another has always been in the attack. He saved his ammunition and met his colleagues with everything he had in his arsenal. None of the employees succeeded and his professional reputation suffered. In this context, a “relationship” does not necessarily mean friendship or closeness, but refers to a mutual understanding in which team members agree on roles and limitations at work. If you want to establish a professional relationship with an employee, it may be advantageous to do so systematically. You could call a meeting and discuss this: “I am actively adjusting my position in a conflict situation. This means that I try to listen to the other person`s point of view, without being defensive. I also try to move the confrontation in a private space to avoid further complications. Start by thinking that at the end of the day, you have common goals with that person. You have to work at all on the same page with what these goals are, but it is possible. I`ll know more about that strategy later.
Workplace conflicts almost always evolve along the same path, from triggering behaviours and early signs of dissatisfaction to an undistorted confrontation or verbal reaction. While the best scenario is to increase early to avoid conflict, the key to minimizing damage is how to handle a conflict. Example: “In some cases, I felt it necessary to express my opinion if I did not agree with a boss, and this was indeed constructive. For example, the unpleasant behaviour of a former manager had a negative impact on my work, and I began to lose motivation and job satisfaction. Finally, I asked for a meeting and calmly and politely told him how I felt. To my surprise, he told me that he was having difficulties in his personal life and that he was not doing well. After that, he tried to be less critical, and I was more understanding. It is often used as a preferred behavioral framework for managers and executives (for example.B. can you give honest feedback that is really meant to help the other person?). But, it can also be used to improve your relationships with your colleagues. You have no reason to participate in the meeting or to participate in the team if you are not willing to discuss your opinions and agree with the opinions of your participants or if you disagree. If you`re afraid you don`t agree with your boss, why does he need you? To do what you`re told? How do you work on tasks and actions? Or think, innovate, plan and contradict? Thinking about the other person`s worst and playing catastrophic scenarios in your head will not lead you to a good result.