increases on both sides. If you are one of the people in the conflict situation then Phase 1 is a great place to try and nip it in the bud.
You can do this by paying close attention to the responses of other the person. Listen carefully, particularly if you are making new demands of the person. Are they accepting reluctantly? If so, ask the person what problems they will have with your request, and what might stop them doing it for you on time. Seek to give the person the impression that you are on their side.
Phase 2: Both sides take up their own positions
In Phase 2, clear lines are drawn when people define the problem only in their own terms. In this phase, people withdraw from any debate in order to establish a position they can defend. After this has happened positions are more likely to be adhered to rigidly. However, you may not be aware that this is taking place, so stay in touch!
Phase 2 could be your last opportunity to nip the conflict in the bud. Again, if you are one of the people in the conflict you should re-double your efforts to demonstrate that you are on the other person’s side. Show empathy for any feelings they might express.
Phase 3: Commitment and ‘stereotyping’ grow
In Phase 3, people’s
commitment to their own cause has grown and will, by now, have been tested on other people. The people they want sympathy and support from in the conflict.
In Phase 3, both sides tend to reduce complex people and situations to simple stereotypes. The other side may be categorised as being ‘arrogant’ or ‘ignorant’ or ‘unreasonable’. The other side’s motives are only ever seen as impure and self-serving. Little or no attempt is made to look at the situation objectively.
Conflicts can often become permanent at this point. Research suggests that, in the UK, we would rather avoid conflict at work indefinitely than take any action to resolve it.
The fear of failing in front of supporters can convince people to stay in ‘silent’ conflict with some people for ever; dreading the day that the other person does finally confront them.
Rather than live in fear, it would
be wiser to get a third party, acceptable to both sides, to offer mediation. It would at least give the topic an airing and its (current) significance as an issue could be calibrated
Phase 4: Conflict is engaged and resolved
If we make it to Phase 4, we can expect to participate in a debate that could be over quite quickly. In the eventual showdown, people will deploy a range of conflict modes that they hope will work for them.
The aggressive will COMPETE and be forceful, hoping to get people to accommodate, the meek may well accommodate or still try to avoid. Wiser heads will seek to COLLABORATE from the outset, and may be required to COMPROMISE at some point in order to resolve the conflict.
The advice of the professionals is to deploy all five modes when appropriate. Yes, it can be appropriate to AVOID if you are caught out and you need time to think. It can even be appropriate to ACCOMMODATE sometimes, so that you can respond to a negative reality - like a recession. You can give way this time on condition that next time you get what you want.
If my research is true, and turfcare professionals do avoid conflict, then they may be doing themselves and their profession a considerable disservice. If the majority do not stick up for what they know to be right; if they do not challenge what is plainly unfair, then not only are they diminished as individuals but so is the turf care profession.
If, however, they can stand up for themselves once or twice, they will send a signal to others that they are not the soft touch that people may think they are.
It is great to be kind and good natured, as most people seem to be in the turfcare profession. But not if others use this to take advantage and exploit groundsmen and greenkeepers.
I believe that, with the right preparation, there will soon come a day when all turfcare professionals will face conflict at work with skill and confidence.
In part three Frank will consider how we can prepare ourselves for a conflict that we cannot avoid.
Frank Newberry has been helping people in the turfcare sector to get better results for over 20 years. If you are facing a conflict situation, and if you think it might help to speak to someone, you can contact Frank by e-mail or by telephone via the contact tab of his personal website, which is
www.franknewberry.com
Searching Questions
Helen Whiting of Groundsearch Consultancy, offers a few pointers for those looking to return to work or move up the career ladder
In today’s economic climate, whether you are unemployed and looking for a job or employed but looking to move up the ladder in a new role, there are a few key tips I would recommend:
• Be organised and structured - routinely search newspapers and online job boards for relevant vacancies. Make the most of existing contacts and see if they know of any opportunities. The idea is to have as many irons in the fire as possible, or as many different
people/organisations looking with you for that right opportunity. Keep a record of jobs applied for, where they were advertised and the date so, if you are contacted, you will know quickly which role that person is talking about.
• Be Proactive - Some roles can be gained by directly contacting local grounds or golf courses. If you meet with the Head Groundsman or Greenkeeper, even if they don’t have any vacancies at that time, they hopefully will remember you when a role does come up.
• Work on your CV - this is your main sales tool to get you an interview, so take your time to ensure that it not only reads well but also looks good. It probably will take at least four proofs until you are happy with the result.
• Apply for any roles that you are more than 60% interested in - don’t wait for that perfect job to come round, as it may never arrive. By applying for ones that you are more than 60% interested in you will gain practice in completing application forms and attending interviews. You never know, if you did go for an interview, the job may actually be better than it sounded on paper.
• Before the interview - do some research into the ground, golf course, company that would be employing you, and always read the job description (if one is available). This will show that you have made an effort in regard to preparation for the interview.
• Remember to go smartly dressed for the meeting - they are only clothes and do not show whether you are a good grounds person or not, but it makes a good first impression, that you are taking the interview seriously and have put some effort into the meeting.
• Always take questions with you - and preferably not just about pay, e.g. opportunities for progression or training.
• If you are not offered the role - after the interview remember to follow the decision up, and ask how you could improve your interview technique or where the employer felt your interview let you down.
GROUNDSEARCH Consultancy Ltd., in its present format, started business in 2001. Previous to this Helen worked for an agriculture and horticulture centred recruitment business. In 2001, to develop the company, she gained the AQA/REC Certificate in Recruitment Practice and became a member of the REC (Recruitment and Employment Confederation).
She attends industry shows, and the occasional conference, mainly to put faces to names and voices. As most of her work is done over the telephone she says that it is nice to meet people she has worked with.
She enjoys working in the industry as it is satisfying to work with candidates who have a passion for what they do.
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