End Conflict Now! - where to rent a mechanical bull
How many times do we find ourselves in awkward, uncomfortable situations?
How many times do you want you to get out of those little chaos, or better say, disappear?
Have you ever thought about how confident the communicator is?
Want to learn how to manage conflicts and stay sane?
This article will give you some communication skills to do so.
Most senior managers don't know how to deal with conflicts.
Some people react suddenly;
Others just ignore it.
Both methods will give you headaches and/or more problems.
Consider conflict like cancer.
If you don't deal with it directly, it will grow, rot and take over soon.
If you overreact, you kill the patient.
What you want to do is diagnose the disease, look for the best treatment, and then act decisively.
In this article, I will introduce a new mode of communication™A model for handling conflicts.
Once you understand all aspects of the model, you can apply it to your own conflict situations.
The decision points of these three C components are your change, compassion for others, and curiosity about everything.
These three C make up a framework that is just right.
Whenever you fall into conflict, you must remember that you cannot change another person.
No more threats or coaxing can change that person.
They must want to change.
Executives often ignore this.
They believe they can get out of conflict by intimidation or threats.
Instead, they turn people off and sometimes increase bad behavior.
Of course, you can suggest the consequences of continuing this behavior.
The final choice, however, is the other party.
Compassion for another means imagining the feeling of being another person.
What's the problem with that person?
Sympathy does not mean sympathy.
Sorry for someone, being with someone creates two different emotions.
When you truly feel sympathy, you will express it through every aspect of your communication.
Every word you say conveys your concern.
The children are curious about everything.
We, adults, bathe in the beauty of their wonders.
Have you ever thought about what happened to all the miracles?
Knowing this will destroy the miracle
Adults believe they have all the answers.
This false awareness of knowledge will weaken our ability to show curiosity.
Let us revive the wonders of our hearts.
Communicate with question marks instead of full periods.
You may be surprised by your findings.
Example: the wrong way: The boss said to his subordinates, "You blew those numbers.
Do it right next time, or you will be fired.
The right way: The boss said to the subordinates: "I am disappointed that these figures do not reflect the actual growth.
Tell me what happened?
(Curious) subordinates: "I don't have time to collect everything.
I think I should spend more time on this.
"Boss to subordinate:" This looks very bad in our report.
I expect we will have some explanation to do at the next meeting.
How will you prevent this from happening again?
"Obey the boss:" I will start early.
This is my problem.
I waited too long.
"Boss:" How long?
"Subordinates:" I plan to start a week before the speech.
It sounds like a good plan.
If we can show real growth, we can get more resources.
I hope you get all the help you can get.
I know you're really thin.
(Sympathy) subordinates: "I will make sure to give you an accurate picture next time.
\ "(The change here is) it took longer to notice the conversation.
The boss has no way to know if his subordinates will start compiling numbers a week in advance.
However, the possibility is good. Why?
The boss came up with a positive result, that is, the subordinates will get more resources.
Just right, you have to have consequences that make sense to this person, not consequences that make sense to you or anyone else. Decide.
The second part is just right. ™The model is the decision point.
The decision point helps us put the decision facing another person in the right angle.
For example, I have a client facing the dismissal of an employee who made some stupid choices.
See what she has to consider before making the right statement. ™Talk.
What is the cost?
If my client decides not to fire an individual, what is the cost of the department and client community, given what he does?
Is the cost too high?
On the other hand, what is the cost of firing the person?
Having to recruit and hire someone else can cause a series of problems.
What is the limitation of my client?
Where does my client draw a line?
Did the man cross that line?
If not, how far will that person go?
If my client decides not to fire an employee, then she has to state a clear limit.
What is the power supply?
How much power does an individual have in an organization?
How's this guy?
Love and respect?
What is the basis of my client's own power?
Is my client safe enough in her own position to dismiss this person without compromising her reputation or causing an impact?
The decision point helps to get you back to power.
When we face a difficult decision, we often feel powerless.
These feelings either prevent us from taking action or prompt us to take inappropriate action.
The next time you face a challenging situation, you will feel powerless and think about making a decision.
We are ready to speak just right now.
We have considered three C: We recognize that we cannot change another person.
We put ourselves in the position of others with compassion.
We are ready to start the discussion in a curious direction.
We also weighted the Decision Points.
We have studied the costs of both sides;
We have checked the power supply and set our limits.