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Resolving Workplace Conflicts

Conflict situations are common in any workplace that consists of living people, rather than robots. However, it is important to address conflicts at work rather than letting them fester. The good news is that most conflicts can be resolved or even prevented. The methods used to address conflicts should be chosen based on the underlying cause of tension and dissatisfaction. Here are some common reasons for conflicts and ways to resolve them.

Resolving Workplace Conflicts

The management has favorites

When a team member consistently outperforms their colleagues, managers may unintentionally favor them with bonuses and praise. This can cause resentment among other team members and lead to conflicts. The favorite's colleagues are irritated, which often leads to conflicts.

How to Prevent

  • Avoid comparing employees to each other verbally. Instead, focus on the past and present performance of each individual employee.
  • When discussing mistakes and shortcomings, do so in private.
  • Encourage teamwork whenever possible.

In cases where the favorite has earned their privileged position not through work successes, but through personal sympathy from the manager, friendship, or family ties with their superiors, it is difficult to resolve conflicts using the methods listed above. The only option in this situation is to prohibit the appearance of such favorites. Otherwise, you risk losing the respect of your subordinates.

Gender pay gap

Do some employees in the team receive significantly more than others when performing similar functions? This can lead to conflicts at work, even if the larger salary is justified by better results. This can lead to conflicts at work, even if the larger salary is justified by better results. This can lead to conflicts at work, even if the larger salary is justified by better results. Some people may consider it undeserved.

How to Prevent

  • Communicate clear salary setting criteria to all employees.
  • Explain to subordinates why a colleague is paid more than others based on seniority or additional responsibilities.
  • Have a personal one-on-one discussion with the most disgruntled employee.
  • If this does not resolve the issue, consider making the company's remuneration policy confidential, prohibiting the disclosure of employee salaries.

Conflict of interests in the competition for customers

Conflicts among salespeople often arise when their client bases overlap. The financial reward for the conflict participants depends on who ultimately secures the client, which can intensify the conflict.

How to Prevent

  • Ensure that the spheres of influence of sales consultants and managers are clearly defined.
  • Avoid giving certain employees, such as long-time employees, advantages that others do not have.
  • If a conflict arises, strive for fairness or, better yet, find a compromise to resolve it.

A former team member who was previously in a rank-and-file position has been promoted to the role of team leader

It is common and commendable for management to appoint the head of a department or branch as an ordinary employee. However, this situation often leads to conflicts at work due to the dissatisfaction of the nominee's former colleagues who are now their subordinates. Some consider the appointment unfair, while others are simply jealous.

How to Prevent

  • Communicate to all employees the reasons for appointing this particular person and the criteria used to make the choice.
  • Identify an informal leader among the disgruntled and bring them closer to the new manager.
  • Supervise the new manager during their first months in the management position, provide advice, and monitor the team's climate.

Resentment towards the new employee's arrival

Sometimes, a new employee may not fit in with the existing team due to their unwillingness or inability to conform to established corporate norms of behavior and their slow adaptation. This can cause dissatisfaction among the more experienced members of the team.

How to Prevent

  • Have a conversation with the new specialist about the company's values and principles.
  • Either supervise the process of the new employee's adaptation yourself with full attention or appoint a responsible person from a lower level of management.
  • If this does not help, it may be best to part ways with the employee and find a more suitable candidate.

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