How to Resolve Conflicts at Work: 9 Practical Tips

Several tips to resolve conflicts at work and avoid creating a hostile work environment.

In the work environment there are often certain types of potentially conflictive circumstances.

In this article we will look at some practical tips on how to resolve conflicts at work in an appropriate manner, so that they do not turn into a hostile work environment.In this article we are going to see some practical advice on how to solve conflicts at work in a suitable way, so that these do not become a problem that attempts against our labor continuity in this position.

9 tips to resolve labor conflicts

In the following lines we are going to see a list of practical suggestions to know how to resolve conflicts at work and maintain a more adaptive work environment.

1. It is not necessary to be friends with your co-workers.

This first piece of advice refers to the fact that work relations do not necessarily have to transcend into a personal friendship.In some cases, professionals try to force this situation, which results in incensed conflicts within the work environment.

The ideal is to understand the difference between the different roles we play at certain times; when we are in our work environment, we are exercising a professional role that focuses on the fulfillment of our work activities. The treatment should be cordial, but the relationship should not be passed off as what it is not..

2. Work communication

One aspect that is quite positive when resolving conflicts at work is to maintaining proper communication with our co-workers, including our managers.. Keeping quiet when we don't like something can result in major complications, as it can cause problems to accumulate in teamwork dynamics.

It will always be best to express our points of view about certain situations that may be happening and are not to our liking, doing so in a polite manner and without generating conflicts with our speech (assertive communication).

3. Identify the conflict

It may happen that we feel uncomfortable in our work environment, but we do not know for sure the reason for this climate of hostility.

When this happens, we should take the time to do an exercise of introspection, so that we can find the cause of the conflict.In this way, we can find the cause of our discomfort by making a conscious evaluation of some personal aspects that we had not previously considered.

4. Implement active listening

Regardless of the conflict we may have, or our work environment, practicing active listening always helps to resolve the conflict, practicing active listening always helps to resolve conflicts.. When we listen conscientiously to what others have to say, we are closer to finding solutions to conflicts.

We should not let emotions and impulses limit our ability to listen to others. Even though in some cases others may not be using correct language, it is best to control ourselves in the situation and interpret the underlying message the other person is trying to express.

5. Use trained mediators

In some circumstances it may be best to seek the help of a mediator who has the necessary skills and character. who has the skills and character to provide support in the workplace conflict. When you are able to recognize that you need help and seek it, conflicts become smaller.

We will not always have the possibility of resolving on our own all the conflictive situations that arise at work, in some cases it is best to be humble and ask for the collaboration of a colleague who has the willingness and availability to help us.

6. Encourage practical thinking

Practical thinking usually helps a lot to prevent work-related conflicts from arising. People who use this type of thinking tend to stay away from situations where they can stay away from situations where they may become involved in incensed hostilities and animosities.. They basically stay out of situations where they don't really need to be involved.

It is not about being a limited person, but about better assessing situations in our work environment and determining where it is appropriate to get involved and where it is not so appropriate.

7. Make good use of body language

Our body transmits our sensations in an often unconscious way; that is why we must learn to manage it correctly. It may happen that although we are not expressing our discomfort in words, it can be evidenced in our body language. in our body language.

It is a situation that usually favors conflict with other people, taking into consideration that others do not know what is the reason for our body language and may think that it has something to do with them.

8. Learning to think collectively

Although we may be people with individualistic traits, within our work environment we must adapt to think in a broader context than our own particular interests and needs. and needs.

In most cases, when we have a job, it is necessary to participate collectively in order to achieve our objectives. Pretending that we can impose our needs above those of others will inevitably generate uncomfortable situations at some point.

That is why the best thing to do is to get used to thinking collectively and understand that everyone has the right to a pleasant and functional work environment. understand that everyone has the right to a pleasant and functional work environment, with the with possibilities to express themselves in a timely manner and to be taken into account.

9. Avoid fighting egos

Conflict resolution does not consist of battling to see who is right and making it clear to everyone that the other was wrong; on the contrary, we must seek a lowest common denominator, something that does not leave parties humiliated and is not based on constant reproaches. Therefore, one must put common interests first and not use dialogue and negotiation sessions as a way to let off steam.

Bibliographical references:

• Alzate , R. (1998). Conflict analysis and resolution. A psychological perspective. Bilbao: University of the Basque Country.
• Burton, J. (1990). Conflict: Resolution and Provention. Virginia: Center Conflict Analysis and Resolution, George Mason University, The Macmillan Press.
• Dahrendorf, R. (1996). Elementos para una teoría del conflicto social. Madrid: Tecnos.
• Fisas, V. 1998. Cultura de paz y gestión de conflictos. Barcelona: Icaria Editorial.
• Thomas, K.W.; Kilmann, R.H. (1974). Thomas-Kilmann Conflict Mode Instrument. New York: Xicom, Inc.