Wie können Sie Teammitglieder erkennen und motivieren, deren Arbeit mit persönlichen Werten kollidiert?

India is a diverse country with people in the work pool coming from diverse backgrounds… be it urban -rural, religion, geographical or cultural differences that builds in inherent biases that could be conscious or unconscious. However educated or knowledgeable one is, your upbringing in the early years does manifest into your personal values and principles that may cause conflict in the work place. As a leader, I agree one has to listen keenly to other perspective and understand the point of view before coming to any conclusion or taking any decision.

There shall be a broad framework to identify the potential conflicts and it's management. Though it is impossible to track every relevant scenario, this may provide some essential insights to the parties involved.

Over a period of time I have learnt that there needs to be a lot more listening and observing, without judging and preaching. Earlier I had a strong view of opinions and values as black or white, and now I see them as red, blue or green (there is no wrong or right, just different). Furthermore being authentic and vulnerable about oneself, provides a safe place for people to be open up and share how they truly think or feel about something. It helps to listen intently, and help people frame facts vs assumptions. In my experience biases, emotions & insecurities tend to seep in unconsciously, including my own, and have a big role to play in causing conflict in the first place.Building a collective awareness can be immensely helpful.

It can be challenging when a team member's work conflicts with their personal values. Recognizing this conflict requires empathy and observation. Signs might include decreased enthusiasm, reluctance to engage in certain tasks, or expressing discomfort with specific aspects of their work. Open Communication, Active Listening, Task Realignment, Highlight Shared Values, Offer Support and Options, Recognize Contributions, Offer Professional Development, Respect Boundaries can help address the situation. Balancing the needs of the team & individual values is a delicate task and needs sensitivity to address it. With open communication & flexibility, it's possible to find solutions that benefit both the team and the individual.

Cant agree more with @Manish Pratap on this. Listen. Observe. Soak. Act. is a process i follow, learnt from one of my managers a ~ a decade ago. - There may be times that one does not approve of a way of work - For startes, as a company one can to some checks on the compliance, ethics and code of conduct due diligence. - If all of the above is in place, we can observe to understand where is the conflict

In my experience, it's crucial to understand each team member's personal values. This may involve open communication, team-building activities, or one-on-one discussions. It's crucial to know what is important to each individual. Foster regular communication and provide a clear purpose for the team's work. Clarify expectations, encourage autonomy, and recognize their contributions. Offer opportunities for growth, address concerns openly, and be flexible to adapt tasks when possible. Promote a positive team culture that respects diversity and encourages learning from one another. Regularly revisit and adapt these strategies to meet the evolving needs of your team.

During interviews, candidates must be assessed for "job fit"&"culture fit" as both are key for greater association between org & employee. While doing the culture fit assessment, the hiring mgr must try to understand the values & principles of the candidate & see how aligned/misaligned those are with org values/principles. If greater deviation found then ask how much the employee can work to narrow it down & decide hiring based on that. Else be upfront. For example if the role requires collaboration & if this person is uncomfortable talking to people or will hesitate to show up on video camera for whatever reasons (religious,cultural), discuss them upfront - see if coachable or what flexibility can be offered, else hiring will suffer later.

Try creating a safe and non-judgmental environment where team members feel comfortable expressing their thoughts and concerns.

I love Simon Sinek's "Start with Why." In addition to the other points in this topic, explaining the project's or job's purpose helps people understand the vision. It can also help to discuss what is in it for the employee as an outcome. For example, at the end of the discussion about the conflict, start talking through how the employee will benefit from the work. Encourage them to list ideas to make it a discussion and not a lecture by you. Find out parts of the project the person would enjoy contributing to. If it's not possible, continue to check in with the employee to see if they need support or guidance.

In my opinion, recognising and motivating team members whose work conflicts with personal values requires effective communication. We should, start by explaining the purpose and benefits of the work, aligning it with the organisation's vision, mission, and values. Explain how the work contributes to the team's objectives and success, as well as how it benefits the individual team member. Emphasize how the work can develop their skills, knowledge, and experience, and create opportunities for growth and recognition. By clearly communicating the purpose and benefits, we can motivate team members to overcome personal conflicts and contribute to the team's success.

To mitigate conflicts between work and personal values: Provide Autonomy: Allow team members to choose their work methods, tools, schedules, and collaboration partners, enhancing their control and satisfaction. Offer Opt-Out Options: Permit team members to decline tasks or projects that clash significantly with their values, reallocating these to others more aligned with the work. This strategy promotes a sense of autonomy and respect for individual values, leading to increased motivation and engagement within the team.

One of my mentors once told me we have two ears and one mouth and in coaching & development, the wise leader uses them in that ratio. This approach has served me well as talented people we hire will often not only solve difficult situations but often, they’ll provide us the opportunity to create more effective solutions together with combined thinking. Further, people buy in to ideas more positively by being consulted over told and the result is usually a solution in line with their own values and beliefs. If then, you have a disconnect, you may have a culture fit issue or a culture issue.

Sometimes, if the work is in conflict with personal values but not organizational culture / values, the employee should be either reasoned out of not forced to do the same. If it is a consistent experience, the employee should take a choice to leave the organization. Changing the culture / values of the organization is like boiling a river (not an ocean ) though :)

When approaching possible conflicts between values and views, it is imperative to use utmost sensitivity. Recognising and motivating team members facing value conflicts involves offering choices and flexibility, enhancing their autonomy and job satisfaction. Here are a couple of popular approaches to defuse a situation before it becomes one: 1. Allow team members to choose their work approach and tools. 2. Provide flexibility in scheduling and task collaboration. 3. Permit opting out of tasks that clash with personal values. 4. Reassign incompatible tasks to more comfortable team members. 5. Foster an environment that respects and accommodates diverse values.

Ensure team members recognize the value of their skills, expertise, and experiences in our activities. Provide flexibility and autonomy for decision-making after communication. Cultivate an environment where team members feel valued and motivated to share their perspectives and find innovative ways to accomplish tasks.

Here are some other ways to motivate a team: Set clear goals Give team members autonomy Accommodate flexible work schedules Encourage open communication Balance workload Give and receive feedback Create a positive working environment Encourage teamwork Celebrate accomplishments

This is where team dynamics come into picture, as a leader your most important trait is to create a team environment where each other understands the strengths and worktowards the organizational's goal or success. If a team member is not able to perform a particular task due to personal value, ideally the task should be shared with the rest of team or the one who can perform better, this way we will have a team that contributes to the tasks over personal values. Hence, a leader should bring or create that team dynamics where conflicts, egos or performance gaps are voiced out, wiped off and motivates the team with geninue rewards.

Fostering a safe and supportive team environment is equally important, creating a space where individuals feel comfortable sharing concerns, expressing opinions, and contributing ideas. In such an environment, team members receive the respect and appreciation of their peers, further reinforcing a positive and collaborative workplace culture.

To support team members facing value conflicts: Enhance Support Systems: Offer coaching, mentoring, and constructive feedback, alongside encouragement to navigate challenging situations. Equip with Tools: Ensure access to necessary training, tools, and information to empower them to cope effectively and excel in their roles. Foster a Supportive Environment: Cultivate a team culture where concerns and ideas can be openly shared, ensuring everyone feels respected and valued. This comprehensive support not only helps individuals manage stress and challenges but also strengthens team cohesion and morale.

And it’s very important to be authentic with those feedback or praises. Leaders who are not genuinely appreciative of their teams efforts can create a major breach of trust within team which is more damaging than providing no praises, in the long term.

This can be short term solution but a long term solution if the team member is valued and a good performer is to identify sources of conflict ( may be he wants to spend time with family but work environment is demanding one) and provide him flexible options.

To motivate team members working against their personal values: Provide Specific Feedback: Acknowledge their efforts and achievements with detailed and positive feedback. Public Praise: Celebrate their contributions in team meetings or public forums to boost morale. Celebrate Milestones: Mark their progress and successes with celebrations or acknowledgments. Offer Rewards: Incentives, bonuses, or entry into recognition programs can be powerful motivators. Personalize Recognition: Ask team members for their preferred forms of recognition to ensure rewards feel meaningful and tailored to them. This approach validates their hard work and sacrifices, reinforcing their value to the team and encouraging continued commitment.

Initially one needs to understand, identify the nature of conflict and all the aspects related. Once done the following initiatives could be taken into consideration. Connecting the alienated section of people with the Brand purpose, larger purpose & underscore the importance of aligning personal values with the organisation values being imperative for growth of both. Highlighting that even with diversity in values if everyone is united in spirit and efforts it could be a win -win scenario for all with goals being accomplished. Another way for managing the conflict is leaders inspiring through deliberations, sharing examples from their experiences, learnings which could help towards reconciling the differences, disconnect amicably.

Cette partie est très connotée ChatGPT ! On remarque la pate de l'intelligence artificielle. Le feed back est évidemment essentiel !

The first step is to acknowledge the fact that there is a conflict. Especially if the source of conflicts is a deep rooted value system, one must acknowledge that the conflict may not be one that can be resolved. In such situations I remember what one of my ex-bosses used to say, disagree but commit. Like we say you don't need to like or be friends with everyone you work with, similarly you don't need to agree with all that you may need to do at work. As long as legal boundaries are not being crossed, it's a job that needs to be done. Creating awareness and coaching employees on how to balance detatchment with diligence goes a long way.

The key steps are To begin with, bring about awareness in the employee about the conflict and the cause of the conflict. Understanding that it is a conflict between their values and organizational or team objectives can greatly reduce stress, anxiety and insecurity The next step is assure the employee that this not necessarily a dead end, that there are ways to deal with this type of conflict In addition, the leader needs to articulate the highlights of the organizational objectives, the skills that the employee will gain by carrying out their tasks and options for growth Furthermore, the employee can be given options to choose projects or tasks where this conflict is not present or is reduced in impact

It's crucial to approach this situation with empathy and a genuine desire to find solutions that benefit both the team member and the organization. By fostering open communication and actively addressing concerns, you can create a supportive environment that motivates team members to contribute in ways that align with their personal values.

These moments, when personal values clash with the work we do, are great reminders to stop and think about whether there's something to change about how the company or the team works. One example from my own experience is when the team was slipping into the "move fast, break things" mindset a little too much, which conflicted with the personal value of doing a good quality job of one of the team members. That conflict triggered a long set of discussions in the team and eventually brought us to a better place quality-wise. Never dismiss these conflicts as something you need to "manage" or "cope with". Stop and think, there's often a lot to consider.

It is always a balancing act and every conflict requires acknowledgment and willingness to negotiate the circumstances that are at conflict.