Tag: Conflict management
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Addressing a conflict is the first step towards resolving it
Addressing a conflict is the first step towards resolving it Conflicts at work are commonplace and are rarely a pleasant experience. Yet what could be more constructive than a difference of opinion? And what could be more inspiring than diversity? A conflict can escalate if recriminations take the place of questioning or honest communication. It
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Proactively tackling conflicts
Proactively tackling conflicts Conflict resolution in the workplace takes time, good listening skills and a willingness to find solutions Taking the time to listen to all parties concerned and to hear everyone’s point of view allows the mediator to better understand the situation. Active listening allows the different parties to tell their side of the
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When disagreements or conflicts arise – don’t let them get out of control
When disagreements or conflicts arise – don’t let them get out of control Disagreements are part of everyday life. They cannot be avoided and are sometimes necessary to bring about healthy change. Disagreements are the manifestation of tensions and of diverging needs, interests and values between people who are sometimes interdependent; this is especially true
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Difficult conversations (part III): “The identity conversation”
Difficult conversations (part III): “The identity conversation” In the first article in this three-part series, I explored how to tackle the most obvious part of the “difficult conversation”: the question of what has actually happened which makes the conversation necessary and hard to tackle. In the second part , I stressed how important it is,
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Difficult conversations (part II): “The feelings”
Difficult conversations (part II): “The feelings” In the first part of this three-part article , I explored with you how to tackle the most obvious aspect of any “difficult conversation”: the tip of the iceberg, the question of what happened? In this second part, we come back to Peter, Jenny and Andrzej, who are still
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Difficult conversations (part I): “what happened?”
Difficult conversations (part I): “what happened?” We all have to face difficult conversations, i.e. anything that we find hard to talk about, whether in our private life or in the workplace. Such conversations are a normal part of life. Often, visitors come to the Ombud because they need to have such a conversation but don’t
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The potential harm of anonymous complaints
The potential harm of anonymous complaints I very rarely receive anonymous complaints or accusations of inappropriate behaviour or misconduct, but it does happen. These complaints always arrive by emails that can’t be traced back to the sender, should anyone want to do so. Because they feel protected from any kind of consequence, the alleged victims
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Pivoting: a basketball metaphor for addressing conflicts
Pivoting: a basketball metaphor for addressing conflicts In basketball, a pivot is a rotation to face another direction, in order to pass or shoot the ball more effectively. I have been reviewing a variety of reading material about conflict resolution and was surprised to find that the book The Conflict Pivot by Tammy Lenski[1] uses
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True or false: How much do you know about mediation? (Part II)
True or false: How much do you know about mediation? (Part II) Mediation with the Ombud is available to all members of the CERN community and is an effective tool, yet it is largely underused, and colleagues who visit my office often describe conflicts that date back six months, a year or even more. Waiting
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True or false? How much do you know about mediation? (Part I)
True or false? How much do you know about mediation? (Part I) Mediation is at the heart of the Ombud’s services. The mandate of the Ombud states that the services of an Ombud can help to resolve disputes in a consensual and impartial manner, thus promoting the good functioning of the Organization. I have dedicated