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Excellence in relationship

EFM3

Les fiches MÉTHODE du manager®

Des règles et des méthodes qui jalonnent les démarches managériales, clarifient le chemin à parcourir et livrent les clés du succès

 Manage conflicts

Temps de lecture 01:41

Managing a conflict is a strong and engaging act. It is also part of an upstream process to prevent it and a downstream one to avoid it appears again.

A. Striving for relational excellence
B. Demystifying conflicts
C. Addressing the conflict and the emerged problem
D. Going back to the root cause and challenge
E. Recognizing efforts and results
F. Treasuring the conflict with the group

A.
Strive for relational excellence
Striving for relational excellence is the best way to prevent conflicts. By establishing a management based on values, open to people, by instituting real exchange moments that show disagreements, by substituting devastating e-mails and indirect complaints with direct speaking (with consideration), the manager mobilises ad hoc conditions to avoid conflicts. 

B.
Demystify conflicts
The human being is complex, thus it seems normal that tensions in relationships lead to conflicts. The manager takes care to de-dramatise the conflict. He/She must see conflict as an opportunity to raise and resolve problems.

C.
Address the conflict and the emerged problem
The principle of managing a conflict is simple: first, deal with aggression and then, once the protagonists have calmed down, deal with the problem that underlies the conflict. On the other hand, the application of this principle is delicate: the manager, facing his/her own emotions and often his/her own fears, loses his/her lucidity and tends to create amalgams that disturb the good management of the conflict. It is necessary to manage one’s own emotions and its relationship to conflict upstream, before considering managing the emotions of others.

D.
Go back to the root cause and challenge
When relationships are healthy again, it is sometimes necessary to come back to the root cause of the conflict with protagonists. This step is often avoided due to the fear of reviving conflict but this is a true opportunity, the right timing for a change. The model of proofreading is relevant here.

E.
Recognise efforts and results
When the protagonists in the conflict have changed their behaviour, the manager recognises efforts and results individually. 

F.
Share the conflict with the group
It is beneficial to the manager to share the conflict with the group. He/She ensures that the protagonists are attending but he/she does not designate them. He/She reports the conflict that was experienced while remaining vague and he/she mentions ad hoc practices to avoid any other conflict.

complément

To manage a conflict, it is necessary not to fall into the trap of judgment and to have a clear idea about the mechanics of emotions.

A conflict is an excellent opportunity to establish his/her legitimacy and leadership, through a simple vision: “we will talk to each other but calmly"