Management Blog by Cinnie Noble
Recently, I was interviewed by Kathy Caprino – Senior Contributor to Forbes blog – on conflict management and leaders. In response to one of the questions about what compelled me to create a conflict management coaching model, I explained that in my work as a workplace mediator it became evident that many leaders do not know how to “be” in conflict. That is, engaging effectively is not a competency that many leaders bring to their work. Being able to listen well (to hear and understand before talking), to regulate emotions, to engage others in challenging conversations with calm, and other such characteristics are just some of the traits associated with this competency.
Conflict competent leaders also work to build conflict competent organizations. And by doing so, contribute to normalizing conflict. This means, among other things, accepting the inevitability of conflict and creating systems and processes to facilitate difficult conversations. It means addressing differences that are fractious in nature (and commonly occur in most workplaces) and providing opportunities for staff to share their ideas and views without recrimination.
This week’s Conflict Mastery Quest(ions) blog asks you to consider the notion of “being” in conflict for you.
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