The Thehrdirector survey provides a damn result in conflict resolution

A recently carried out survey in issue 245 of Thehrdirector Magazine base of the recruitment in mid-March-a worrying statistics: 76% of the employees believe that their employers do not effectively solve conflicts in the workplace. This significant determination underlines the urgent need for organizations to re -evaluate their conflict management strategies.

In today's rapidly developing work environment, job conflicts are almost inevitable. Differences of opinion between employees or employees and management often result from different labor styles, communication envelopes or personal questions that are transferred to professional environments. However, many organizations have difficulty tackling and solving these conflicts, whereby the continued voltage and in some cases escalate disputes.

Despite the growing consciousness for the importance of a healthy work culture, many employers still remain too short when it comes to implementing effective strategies for conflict resolution. Experts refer to several reasons for this continuous challenge, which, if they are not addressed, can affect productivity, morality of employees and the storage.

1. A lack of management training in conflict resolution

One main reason why conflicts in the workplace remain unsolved is the lack of proper training for managers. Many managers exceed technical skills or their specific roles, but there is no expertise that is necessary to effectively manage conflicts. Without training training and administration of conflicts, managers can avoid resolving problems, interpreting situations incorrectly or abusing them, which ultimately tightens the problem.

2. Fear of escalation

Another significant obstacle to solving conflicts in the workplace is the fear of escalation. Employers and managers often hesitate to intervene in disputes and fear that their actions can deteriorate the situation or create further hostility. In some cases, the employees fear retaliatory measures, which leads to an environment in which individuals primarily hesitate to hesitate problems.

In addition, there is a tendency to downplay smaller conflicts, provided you will solve yourself over time. However, this approach can backfire, since small problems can cut bigger problems that damage the dynamics of the teams and the general morality in the workplace.

3 .. Inadequate guidelines and processes of conflict resolution

Many companies have not set clear, effective guidelines and procedures for conflict resolution. Without precisely defined processes, employees only have to navigate into conflicts, which leads to inconsistent results and frustrations. In some cases, employees can feel that their concerns are ignored or rejected, which leads to feelings of solving.

In addition, employers often overlook the importance of promoting an open communication culture in which the employees feel comfortable before escalating. A lack of transparency in conflict resolution processes can cause mistrust and resentment, which can further make the efforts to solve conflicts more difficult.

4. Ignore the causes of conflicts

While employers can tackle the symptoms of conflicts, they often neglect the basic causes. Conflicts generally result from underlying problems such as poor communication, unbalanced workload or unclear expectations. If these fundamental problems are not addressed, the same conflicts will probably occur again, which makes any attempts to solve ineffective and short -lived.

5. The effects of long -distance work on conflict resolution

The rise of the remote work has introduced new challenges for conflict resolution. For teams who work at various locations, it can be difficult for employers to monitor the workplace dynamics exactly. Remote communication – whether by e -mail or video conferences – can tighten misunderstandings because body language and sound are more difficult to read.

In addition, long -distance work can lead to feelings of insulation, which means that the employees feel separated or overlooked. This feeling of alienation can stimulate dissatisfaction and create potential for conflict. Employers may have difficulty involving remote workers so that they do not feel supported in the event of problems.

6. The lack of a preventive approach for conflict management

One of the most important reasons why conflicts remain is the lack of a proactive, preventive approach to resolution. Many employers wait for a conflict to escalate to a level that is difficult to manage. However, a focus on prevention-through team building activities, regular reviews and a policies outdoors-but make a major contribution to minimizing conflicts before they occur.

“The key to successful conflict management is the creation of a culture in which problems are treated early before they are anchored,” says Dr. Emily Roberts, an organizational psychologist. “If employers invest in preventive measures and build strong relationships with the employees, they create an environment in which conflicts can be managed more effectively.”

Conclusion: The costs for ignoring conflict resolution

While conflicts in the workplace are inevitable, it does not have to be harmful. Employers must recognize how important it is to tackle conflicts head -on, and take proactive steps to solve them before causing long -term damage. By investing in management training, the creation of clear conflict resolution processes and the promotion of open communication, companies can transform their jobs into more collaborative, productive and harmonious environments. The failure will continue to be a costly mistake that both employee and employer influences equally negatively.

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If you want to contribute to issue 247 of the Thehrdirector, click on Here To see the topics that we cover and how you can send your scope for a potential article in the magazine. The submission date is on the March 17, 2025.