Friday’s Fact
Friday’s Fact
The news this week has been dominated with Black Lives Matter (BLM) global protests: our own police now being called into question as UK campaigners rage that systemic racism and police brutality are British problems too.
Thousands gathered in central London on June 3 to protest the death of George Floyd. Whilst the protests have been predominately peaceful, a small element caused trouble and a social media frenzy ensued. Following vandalism of the Earl Haig statue, young soldiers from the Household Cavalry were heckled by protesters, as they began scrubbing away the graffiti. Accusations of racism were directed at the youngsters, the protestors believing that their haste to return the memorial to its former glory was, in itself, a racist statement. This minor conflict, whilst reasonability insignificant, highlights the sensitivity of the subject and the fragility of the relationship between the two groups, who may share the same values, but have failed to communicate effectively.
Assemble any group, and you will find individuals whose role it is to mobilise and motivate, natural leaders who incite passion. There are those whose feel obliged to show solidarity for a cause, who will stand shoulder to shoulder and speak out for their beliefs. There are those who feel less inclined to unbalance the status quo but who care, perhaps a little too much; these are the fence sitters whose loyalty can be misread as their affiliation is unclear. Then there are those who are simply out to cause a reaction; often branded as troublemakers, this is the group who tend to hold the most radical beliefs, and who are prepared to take the firmest stand.
In any organisation there is usually one member of staff who, in a protest situation, would assume the role of vandal, rabble rouser or troublemaker. How often have you been excited about a plan, a proposition you are sure the majority of your team will be fully in support of but know, in your heart of hearts, will require a battle with ‘the one’ in order to get it past the post? Each of us can name a Pessimistic Pete who is capable of spreading negativity far and wide and, whilst they are in the minority, are very effective in doing so.
So, the question is, much like the protestors, is Pessimistic Pete behaving this way because of your failure to communicate effectively? If so, what can be done to minimise the damage of any likely conflict?
Workplace conflict often results from differences in staff personalities and principles. It can make the difference between staff feeling engaged and motivated or disgruntled and disheartened. Here are 5 tips to help you reduce conflict in the workplace:
1. COMMUNICATION
One of the most common causes of workplace conflict is either the lack of or poor communication. Having a Pessimistic Pete in the workplace is important for your success; if you can answer all their questions and satisfy the majority of their concerns, you will have no trouble in convincing the majority. Use Pete’s doubt to build good quality communication for the rest of your team. You might find that the extra time spent with Pete, will help Pete to better understand the proposal and minimise any objection to it. If not, at least the team have seen you making every effort to include Pete’s point of view.
2. DON’T AVOID IT
Avoiding conflict in the workplace is simply not an option. Ignoring tense situations can allow them to build up and become worse over time. This can cause other members of staff to feel uncomfortable. It is best to deal with conflict as soon as it occurs to avoid an awkward atmosphere.
3. SET A FORMAL COMPLAINT PROCESS
Sometimes, conflict can’t be resolved easily and staff need to file a formal complaint. It is important that all colleagues know how to do this so that they don’t feel uncomfortable. However, if a member of staff feels strongly enough to submit a formal complaint, they must feel very strongly about it indeed, so it is well worth giving very close consideration as to what it is that is making them feel it is their only option.
4. CREATE AN ENVIRONMENT THAT PROMOTES COLLABORATION
Trust between staff means they will be comfortable with each other and recognise what kind of behaviours are acceptable. If Pete trusts that he can have a different opinion to his colleagues and not be punished for doing so, he is unlikely to voice it quite so vehemently. Pete needs to know that it is OK to have a say: it is better that Pete says it to you than to say it behind your back.
5. ENSURE EVERYONE IS TREATED FAIRLY
Favouritism within the workplace can happen and leaders need to work hard to always ensure they appear neutral. Everyone should be treated fairly at work, all lives matter.
Headspace Academics supports Black Lives Matter.
https://www.linkedin.com/feed/news/how-to-support-black-colleagues-4841212/
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