Can We Prevent Everyday Conflicts? It starts in the morning with the kids
before you go to work, then kicks into high- er gear with your co-workers or your boss, and finally culminates back at home with your spouse and children. It’s conflict, and it doesn’t have to be a part of your daily life, says Tim Scudder, co-author of “Have a Nice Conflict” and CEO of Personal Strengths Publishing, an international firm
that prepares top companies and their exec- utives on how to better deal with conflict in the workplace. Scudder’s five keys to understanding
conflict are: • Anticipate – Anticipating conflict
starts with knowing whom you’re dealing with. Then ask yourself how various people might view the same situation differently.
When two or more people see things differently, there is the potential for conflict. If you can figure that out, you have a good shot at steering clear of it.
• Prevent – Preventing conflict is
really all about the deliberate, appro- priate use of behavior in your rela- tionships. Awell-chosen behavior on your part can prevent conflict with another person. But you sometimes need to prevent conflict in yourself too, and that might have more to do with choosing your perceptions than choosing your behaviors. • Identify – There are three basic
approaches in conflict: rising to the challenge, cautiously withdrawing or wanting to keep the peace. When you can identify these approaches in yourself or others, you are empow- ered to handle the situation more pro- ductively. • Manage – Managing conflict
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has two components: managing yourself and managing the relation- ship. Managing conflict is about cre- ating the conditions and empowering them to manage themselves out of the emotional state of conflict. It’s also about managing yourself out. Managing yourself in conflict can be as easy as taking some time to see things differently. • Resolve – To create movement
toward resolution, we need to show the other persons a path back to feel- ing good about themselves. When they feel good about themselves, they are less likely to feel threatened and are freer to move toward a compro- mise and resolution. “Unresolved or poorly managed
conflict costs companies in ways they can’t even calculate,” Scudder adds. “Lost institutional memory, low pro- ductivity, bad morale, high turnover – all cost real companies real dollars. “On the other hand, ‘well-man-
aged conflict’ can not only prevent those losses, but also promote higher productivity and a stronger bottom line. So, the end result will be not only fewer conflicts, but also nicer ones, with positive results.”
Find more information at
www.haveaniceconflict.com.
Call: 1-866-219-9301 24 Email:
sales@enovar.com Parking Today
www.parkingtoday.com
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