Professional Conflict Management for Executives
In the daily work of a team, conflicts can always arise. The team leaders have a particularly important role to play here. Managers are required to recognize, understand and mediate conflicts at an early stage. For effective and constructive conflict management, a proactive and fearless approach to challenge is helpful. Soft skills and abilities such as adopting perspectives and empathy are of central importance. This constructive approach can be trained and expanded.
Through continuous work in executive coaching, your own ability to deal with conflicts can be trained at our institute in Berlin-Mitte. Many experienced managers also benefit from this one-on-one work. They get to know themselves and their company in a new way. In addition to our personal one-on-one coaching, there is also the opportunity to acquire the basics of understanding conflict and conflict resolution specifically for managers in one of our tailored leadership seminars. Here you will learn a profound view of conflicts that goes beyond the obvious. In this way, you can not only tackle conflicts more unerringly, but also strengthen the climate and communication structures in the company in the long term.
Learn to understand and solve conflicts successfully
Conflicts in teams can make it extremely more difficult to work together productively. Conflicts can be obvious when the people having a conflict openly engage with each other. However, they can also subliminally wear those down involved and their environment. Picking sides takes place, people talk behind each other’s backs, anger and frustration pile up and hinder effective cooperation.
What are conflicts?
Conflicts are usually complex and have several levels: on an external level the different parties to the conflict, between whom there is disagreement, become visible. The external cause of the conflict, such as an unfinished task after several admonitions, may be clear; sometimes, however, the origin of a conflict-laden situation or relationship is not clear at all. There is usually much more behind the external level than is directly apparent. This can be well illustrated with the image of an iceberg: only certain areas are visible above the surface of the water, a much larger part is hidden underneath it. The history of the relationship between the conflicting parties, the distribution of roles, needs and desires, as well as goals, etc. have an influence. Often these important influencing factors are unconscious, i.e. they cannot be immediately recognized and understood from the outside. On this inner level, conflicts are influenced by a number of important factors:
- personality, wishes and expectations
- previous experience in biography and working life
- general job satisfaction (also in private life)
- feelings such as feelings of power, aggression, dependency
- admiration, rivalry, envy, competition
The structures of the working context, which can also contribute to or trigger the conflict, must also be considered. The general atmosphere, conventions and etiquette in the company are usually familiar to everyone, but rarely discussed. In a good atmosphere with appropriate manners there is potential for great job satisfaction and thus productivity. Conflicts can also occur here, which can usually be identified and assigned more quickly. However, it is especially in atmospheres of pressure, competition and stress that tensions generally arise quickly, which manifest themselves in interpersonal conflicts. The productivity and competitive pressure of the working world also contributes to stress at the workplace. Then, manners and etiquette often emerge in everyday working life, which are detrimental to cooperation and productivity: little time for discussions, harsh tone of voice, passing on of pressure, lack of transparency, competition, etc. Behind the conflicts, anxiety can often be discovered that does not necessarily have to be directly related to the trigger of the conflict. In order to be able to locate conflicts on an organisational level, the following factors must also be examined early on:
- organisational structures (how do we do something)
- role distribution and role assumption
- informal structures
By taking into account the systemic structures and individual personalities and roles, conflicts can be located more quickly. This way, conflict resolution starts at the right place, so that valuable resources can work effectively.
How you as a manager can identify conflicts early and de-escalate them in time
A positive working atmosphere in the company is essential for teams to work together effectively. If there are subliminal conflicts, even the best working methods will not lead to the desired result. Often it is difficult to grasp what exactly is preventing productive cooperation.
In order to be able to deal with conflicts professionally and solve them constructively, an analytical understanding and empathetic intuition are required first. Managers need an understanding of how group processes work, how conflict dynamics can arise and what influencing factors are. With a better understanding of conflicts, managers can make a significant contribution to solving conflicts – and also prevent them in the future.
A professional approach to conflicts through coaching
In a coaching session on conflict management you will learn to better grasp and understand the processes in your company. In order to be able to solve conflicts, it is important to recognize their origin and meaning so that your conflict resolution strategies can be used in a targeted manner.
With us you will gain insights into a profound understanding of conflicts. Using analytical methods, you will learn to train your own view and develop a sensitivity for constructive conflict resolution. To this end, we provide managers with sound knowledge about the background of conflicts, relevant structures and patterns in companies and of employees. We work with concrete examples and different focuses, which are individually adapted to the respective conflict situations. The insights gained here, together with the background knowledge, can be applied to a wide range of situations.
Important aspects of this are, among others:
- early recognition and prevention of conflicts
- insights into group processes and interpersonal interactions
- reflection of roles and hierarchical structures in the company
- methods of team development and team processes
- emotionally intelligent communication in conflict situations
- solution-oriented measures
- methods for de-escalation
- mediation between conflict parties
Our solution methods: how to achieve peaceful interaction
Conflicts paralyze the productivity of a company. To maintain a good working atmosphere, managers need empathy and an overview.
Our approach to conflict resolution always starts with understanding: which open conflict issues are at stake? Which unconscious dynamics, desires and structures contribute to it? In a coaching session we enable you to find a new language for what has been unspeakable up to now. Corporate structures can be reflected from this perspective, conflicts can be used as an opportunity for change and working groups can be guided back to their task. Dealing with conflicts and smouldering sources of conflict at an early stage can prevent escalation and in turn save time and resources.
Feelings are essential in conflicts: if someone is angry, he or she will not be able to hear constructive criticism, no matter how constructive it is. Therefore, it is important to start with the feelings and to develop an emotional intelligence in dealing with challenging feelings (anger, annoyance, fear, insecurity etc). With empathy, de-escalating strategies can create a basis for working on the conflict. For this purpose, emotional stability as well as dealing with oneself are central skills for a manager. In order to be able to mediate between conflicting parties, it is essential to be able to perceive one’s own feelings and to be able to distance oneself from them.
The next step is to communicate constructively in conflict situations and conflict constellations. With us you will learn about the effects of language, how to respond to individuals and how to pick them up where they are.
The ability to deal with conflicts and the experience with problematic situations as well as feelings train managers to react quickly and flexibly. The individual methods for a constructive handling of conflicts must always be put in relation to the individual leadership style. Knowing one’s own style, skills and challenges helps to assess oneself in conflict situations and to apply appropriate methods. Every manager has developed his or her own personality, experiences and strategies against the background of his or her own history. Recognizing and better understanding these concepts and using appropriate methods in a targeted manner is far more effective and sustainable than adopting universal strategies that may or may not appear genuine. It is about finding one’s own form of authentic authority. Authenticity and transparency are central prerequisites for a good relationship with employees. As a good example, managers can shape the general mood and etiquette in the company.
Conflict management at dynaMIND in Berlin
At our location in Berlin-Mitte, we offer executive coaching sessions in which managers can work specifically on solving acute conflicts. At the same time, executives can stabilize their handling of difficult situations in general and develop new skills.
Box for information:
DYNAMIND EXECUTIVES AND CONFLICT – COACHING AT A GLANCE
- Certified institutional coaching provider DBVC
- Central location in Berlin Mitte
- Bookable as package or individual lessons
- Executive coaching at dynaMIND means a confidential conversation with coaches who have many years of expertise.
- Initiate sustainable changes. We accompany you with our analytical approach.
- Experience the strengthening of your leadership style as well as your career and find new freedom in your actions
Dipl.-Psych. Andrea Wurst