Conflict
consultants
have
the
gift
of
creating
a
space
for
clarification
where
people
with
very
different
views
can
come
together.
There,
they
encounter
each
other
beyond
their
roles
and
functions.
As
a
professional,
it
is
easier
to
understand
the
underlying
processes
and
not
be
so
easily
confused
by
hierarchies,
presentation
conflicts,
and
diversionary
tactics.
They
do
not
confuse
the
outburst
or
the
many
reasons
with
the
actual
cause
of
the
dispute
and
quickly
get
to
the
heart
of
the
matter.
But
then
a
good
way
out
of
the
disagreements
is
also
needed.
The
solution
is
of
a
different
nature
than
the
problem,
and
moreover,
conflict
resolution
alone
is
not
the
inspiring
goal
of
cooperation.
Reconciliation
alone
does
not
necessarily
restore
trust.
Where
should
the
joint
journey
go
next
and
how
should
it
change?
Thus,
expanding the goal is an important part of good conflict resolution.
Conflicts
are
particularly
costly
in
a
team
as
a
boss
because
they
compromise
crucial
communication
quality.
They
are
the
Achilles'
heel
of
modern
project
management,
which
is
almost
always
checkmated
without good and free-flowing communication.
Due to these two factors –
a) the difficulty of resolving conflicts quickly and thoroughly, and
b) the high cost of discord – I recommend the following steps:
1.
Establish
a
culture
of
conflict
resolution
so
that
conflicts
are
recognized,
quickly
addressed,
and
dealt
with.
This
is
easier
in
a
caring
team
culture
based
on
equality
than
in
a
dominant
or
functional
culture.
When
conflicts
arise,
it
is
important
to
address
them
courageously,
optimistically,
and
constructively,
despite
the
expected
reluctance
to
do
so.
So
don't
listen
to
the
usual
excuses
that
come
to
mind,
namely
that
your
particular
case
is
an
extremely
special
situation
that
unfortunately
cannot
be
resolved
or
probably
doesn't
even
need
to
be
resolved.
After
a
while,
you
become
familiar
with
this
impulsive
aversion
and
no
longer
take
it
so
seriously.
Those
involved
in
the
dispute
have
one
hour,
one
or
three
days
to
find
an
active
solution
themselves.
Depending
on
the
team
and
project
situation.
Now
is
the
time
to
look
inward,
clarify
feelings
and
needs,
and
apply
the
NVC
magic
circle.
You
can
try
to
find
a
mediator
within
the
team
or
within the company. Determine the procedure for such situations in advance.
2.
Systematically
build
up
your
conflict
resolution
skills
through
various
courses
and
seminars.
Hold
regular
practice
groups.
Support
those
among
you
who
are
interested
so
that
they
can
continue
their
education
for
your benefit. But never expect too much from them.
3.
Build
a
list
of
addresses
of
readily
available
external
experts
in
the
field
of
arbitration,
mediation,
and
conflict
counseling.
If
one
expert
does
not
have
time
for
a
short
intervention,
then
another
one
will.
Skills
in
the
area
of
classic
nonviolent
communication
are
certainly
not
a
disadvantage,
but
the
only
real
criterion
is
quick
and
appropriate
success.
The
team
should
also
make
it
easy
for
the
experts
to
be
successful,
because success is always earned together.
So
it's
less
about
external
pacification.
Good
communication
quality
requires
appropriate
inner
peace.
At
the very least, inner peace must be sufficient for joint project management.