Gone are the days when conflict solutions resulted in extended meetings within the management office. Research such as Belbin team roles has dramatically reduced the time required for conflict resolution. Speaking of Belbin team roles, Belbin gave nine overall team roles that exist in most organisations today. He explains their natures, strengths, weaknesses and everything else that a manager might need to know in order to make the most out of their capabilities.
These team roles can be used to effectively resolve and reduce workplace conflicts, and here’s how:
Focus on Goals, Not Emotions
Emotions are what make humans… well, human, but to be emotional while resolving conflict is not the best way to go. It is important while resolving workplace conflicts, to have the larger picture in mind instead of the minute, emotional details. For example, consider a project in which a “coordinator” and “shaper” are competing to take the lead. When resolving such a conflict, it is important for you to base your judgement on the goals and nature of the project rather than the natures and likenesses of the personnel involved. So, if the project has a shorter deadline and needs excess motivation for completion, it would be better to give the lead to the shaper instead of the coordinator. Basing your judgement on such a sound rationale will make sense to the personnel involved and make it more digestible.