Managing conflict: Fights, feelings, fear

- This is an audio course. No need to watch just listen. - Most conventional approaches to managing grievances within organizations don't work. For improvements in solving disagreements and in morale, companies should adopt smarter conflict resolution policies. In managing conflict published by Kogan Page publishers, mediation consultant, David Liddle offers a comprehensive overview for managing institutional conflict. getAbstract recommends Liddle's manual to HR officers and executives responsible for establishing conflict resolution policies. In the United Kingdom and elsewhere, community struggle with various conflicts. The world faces greater uncertainty, which its institutions reflect. This unpredictability poses potential risks for societies and organizations, but it also offers potential benefits and change and growth. Even amid uncertainty, executives who learn to handle conflict well can construct fruitful, stable relationships within their organizations. This leads to greater institutional and individual growth, a smoother workflow and shared understanding. Unfortunately, organizations usually don't prioritize conflict management, much of management theory ignores terms that begin with the letter F. Managers must learn to handle fights productively, though it may require courage. They must deal with employees feelings and address fear by encouraging conversation. Organizations should create an environment in which people can fail without encountering blame. Leaders should encourage forgiveness so individuals and teams can move ahead collectively. And leaders must inspire the flow of dialogue and understanding. Most leaders lack a well-thought-out approach to disagreements and often turn to conventional grievance processes. Even when firms have such a process, it's usually ineffective. Leaders must accept that they will have to face conflict and that it can affect their entire workforce. They need to prepare for both healthy and unhealthy conflict. Unfortunately, managers tend to emphasize containing the fall out from unhealthy conflict and they often miss opportunities to use conflict to encourage productive dialogue.