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Most Common Conflicts in Workplaces

Conflicts are inevitable because everyone has his or her own attitudes, principles and ways of thinking – even twins. This is why in workplaces, disputes and misunderstandings are quite commonplace. These can be between superiors and subordinates, among employees and even with customers. However, there is a way to manage conflicts well. One way to do that is to know the common causes to be able to formulate a plan on how to deal with such situations in the future.

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Discrimination

This is one of the worst kinds of struggles in any workplace as it can end in a court battle. Discriminatory clashes arise due to personal prejudices as this can lead a person to mistreating a worker or colleague. An example of discrimination is when a minority worker is consistently assigned the most menial tasks especially for important projects. This can make anyone feel inferior as well as hurt his self-esteem. As a result, the employee may manifest his dissatisfaction in poor production or worse, resignation. To avoid this situation from getting out of hand, a manager should conduct a meeting between the parties involved. That way, everything can be discussed and resolved.

Individual Personalities

Everyone in an office or place of work has different personalities, which could be a cause of misunderstandings. A person who doesn’t talk much or chooses to eat alone might be mistaken as someone snobbish or indifferent. Not everyone can understand that each one has his or her own personality, making them spread rumors about the person. This can cause chaos in any given place, which is why it’s imperative for employers and superiors to step in and talk it out with the employees.

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Poor Leadership

Differences in opinions and principles are always what cause conflicts between managers and staff members. However, dealing with the situation poorly can only make matters worse. So, if an employer uses the “I am the Boss!” card, chances are, employees will lose respect and eventually leave. Conflict management between superiors and subordinates should not be treated as a disciplinary action wherein the managers are always right and the employees wrong. For this kind of clash to be resolved, the root of the problem should be identified first and then, given a solution.

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