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VIEWPOINT
Non-verbal cues important in resolving team conflicts
One of the most unpleasant tasks a manager has to deal with is resolving differences among team members. These differences can range from minor conflicts to formation of camps and bullying other members. A conflict of any dimension is certain to lead the team to self-destruction. It is the responsibility of a manager to avert such situations. He must sense and tackle any differences before they transform in to catastrophic problems and influence team performance. Good inte
rpersonal skills are essential for managing team differences and resolving conflicts.
During conflict resolution, a manager must never take or even appear to take sides. Any such bias can defeat the whole effort. He must consider the viewpoints of all the concerned parties. His efforts must ultimately end up optimising the team’s performance whatever be the outcome of the actual task, which is resolving differences. In the process, if he has to exercise his authority, he must do it but ensure that the involved parties understand its obligation. He must never enforce his ideas upon others without a right reason and explanation to do so. Arguing that he is right is fatal. So is cornering one person or an idea to win his proposition. Resolving differences improperly will discourage people to participate constructively.
Some managers employ subtle ways of intimidating or suppressing others. If the employee is timid, he may resolve to take extreme steps. Other effects could be fall in productivity or looking out for another job.
When a leader attempts to understand the different perspectives and explore the real interests, needs, expectations, concerns and fears of his employees, a similar approach gets induced in them. They will feel assured and will express their minds comfortably. An environment where everyone listens to others empathetically is created. This is what develops the team culture. They will be willing to contribute for a larger cause even if it is at the cost of their interests. A leader must, before beginning the process of resolving differences, impress upon the involved parties that he is looking for an outcome where everyone is happy. No one must feel defeated or consider the outcome as unjust.
While talking to the team members, the manager must be a good listener. He must observe them carefully to grasp the. Posing open-ended questions helps to read the minds of people. The manager must seek clarifications if required and express his side of the story. He must be assertive but not aggressive. He must offer his opinion or solution and further discussion must be encouraged. The manager must be able to convince both the parties to accept the fair and rational solution they have together derived. He must ensure their satisfaction to avoid reappearance of the problem.
The cost of mishandling a difference is very high. They keep recurring and with increased potential each time. There will be no gain in trying to hide or suppress the problem. So are the attempts to prevent or postpone the task of resolving it. Differences must be tackled at the soonest. If any party tries to act stubborn or mislead the process, the manager must put his foot firmly down. If during the process the manager finds someone guilty, he must not spare them. Else, others will assume that their mistakes will also be spared in the future.
A manager must periodically take up initiatives that promote team spirit and bonding. He must take all the care to prevent differences among the team members. They must be encouraged to understand and cooperate with one another. Sincere attempts towards resolving differences and team building must be rewarded appropriately.
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NITYA SAI SOUMYA
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