Ihr Team hat Schwierigkeiten mit der Konfliktlösung. Wie können Sie ihnen helfen, sich zu verbessern?

Facilitar a comunicação e o diálogo entre os envolvidos é o primeiro passo a ser tomado. Buscar entender a raiz do conflito, e se colocar no lugar dos afetados são pontos a serem considerados também. A CNV-Comunicação Não Violenta, pesquisa desenvolvida por desenvolvido por Marshall B. Rosenberg é uma grande aliada para casos como esse. É usar de empatia, escuta e CNV para se obter sucesso nas ações a serem tomadas para o bem comum, que afete toda a uma equipe.

Um das Team in der Konfliktlösung zu stärken, ist es entscheidend, Gesichtslesen und Körpersprache zu nutzen, um verborgene Emotionen zu erkennen. Fördern Sie eine offene Kommunikation und Empathie, damit Mitarbeiter ihre Standpunkte konstruktiv austauschen können. Bieten Sie Konfliktlösungstrainings und Mediation an, um Fähigkeiten zur Konfliktbewältigung zu entwickeln. Ermutigen Sie zur aktiven Zuhör- und Problemlösungstechniken und schaffen Sie Raum für Teamdiskussionen zur Identifizierung von Ursachen und Lösungen. Coachen Sie individuell bei der Konfliktlösung und fördern Sie ein Klima gegenseitiger Achtung und Zusammenarbeit.

To help your team improve conflict resolution, you can: Facilitate Open Communication: Encourage an open and respectful dialogue where each team member can express their perspectives without fear of judgment. Promote Empathy: Guide team members to see situations from others' viewpoints to foster understanding and reduce tensions. Set Clear Guidelines: Establish norms for how conflicts should be addressed, focusing on constructive feedback and collaborative problem-solving. Provide Training: Offer workshops or training sessions in conflict resolution skills, including negotiation, active listening, and emotional intelligence. Lead by Example: Model effective conflict resolution behaviors yourself.

A phrase I adapted into my training programs is this. "A team that can problem solve is led by leaders who don't produce the problems." What has the leader done to observe the situation of the conflict between the two sides? Then move into an observation mindset and ask prompting questions to discover more. We then sit down to understand the personalities and psychology of the individuals involved. The goal is to bring a sense of understanding to the members through common ground. Common ground can be found when the "problem solver" is aware of the member's patterns and behaviors. The solution is to help identify these patterns to the members and align them to a resolution. Solutions begin with foundational understanding.

As a tax officer, facilitating dialogue involves creating an open and constructive environment for communication between taxpayers and the tax authority. I aim to encourage dialogue by actively listening to taxpayers' concerns, questions, and feedback, and responding with empathy and professionalism. During interactions with taxpayers, I strive to ask open-ended questions to prompt discussion and encourage them to express their perspectives fully. I also seek to clarify any misunderstandings and provide clear and accurate information to address their inquiries effectively.

To improve conflict resolution in your team, focus on creating a safe space for open dialogue. Encourage empathetic communication and active listening, helping team members to express their viewpoints and understand others. Use techniques like reframing to shift perspectives towards collaborative solutions, fostering a culture of mutual respect and problem-solving.

A coach can facilitate dialogue with a team struggling with conflict resolution by creating a safe and respectful environment where team members feel heard and understood. Encouraging open communication, active listening, and empathy can help team members express their perspectives and feelings. The coach can also implement conflict resolution strategies such as mediation, negotiation, and problem-solving techniques to address underlying issues. By fostering trust, promoting positive interactions, and guiding constructive discussions, the coach can empower the team to collaboratively resolve conflicts, build stronger relationships, and work towards common goals effectively.

Communication comes down to both sides seeking understanding and validation. In my book series "Learn to Lead by Serving," I address this topic through a leadership perspective. A leader who is great at communicating is often even better at listening. When it comes to problem-solving, it's the same principle. To solve the problem, both sides need to be equipped with the right framework of thinking to listen to other perspectives. The facilitator should possess the skillset to listen for key points and bring those key points to the table for discussion. This requires great questions and validation of understanding. I learned early on to use the phrase, "I want to make sure I understand your point," and then repeat their point.

A person who can embrace empathy thinking often falls higher on the E.Q side. This does not mean that I.Q. leaders cannot display empathy; rather, it might be more difficult to channel those cues in their thinking. Empathy is largely predicated on being able to "read the room" and "read the person" to pick up on cues that allow you to select the appropriate emotions or verbiage. The key point is that empathy is also not about being correct. When two members are having a disagreement yet possess the ability to display empathy, they can seek a solution sooner vs. the personalities of members who seek to be right. Empathy is also about active listening and active understanding. If you can listen and understand, then you can show empathy.

Empathy is crucial in conflict resolution. As a coach, facilitate exercises like role-playing or storytelling to help team members understand each other's perspectives. This not only aids in resolving conflicts but also strengthens team bonds and fosters a more inclusive and collaborative environment.

Encourage your team to brainstorm and use tools like mind mapping or decision matrices to generate and evaluate solutions. Emphasize the importance of finding a feasible, desirable, and sustainable resolution for everyone involved. Setting SMART goals can then help them define clear actions and responsibilities for implementation.

In severe conflicts it is helpful to search solutions on a different level (see pyramid of Dilt). What would be achieved for you if your position would be implemented? Do this with both parties of the conflict. You will get understanding, acceptance for the other position and in best case already consensus. If no discussion is possible, then you can give the involved parties a common task. "If the objective for you both would be, to destroy yourselves jointly in a common approach, how would you do that and who would take over which tasks". Such a question will create positive momentum in a severe conflict and allow to find the real solution.

After guiding your team to a resolution, it's vital to keep an eye on how things are progressing. You might say, "Let's check in on how we're doing with the solution we agreed on. Remember, it's all about growth and learning from the experience." Using the GROW model, ask them, "What are your Goals? What Reality are you facing? What Options do you see? What Will you do next?" Don't forget to throw in some surveys or quick check-ins. "How's everyone feeling about the changes? Any roadblocks or wins you'd like to share?" This helps you gauge their satisfaction and catch any issues early. Celebrating their wins, no matter how small, boosts morale and reinforces positive outcomes.