ResolutionsRTK

Managing complexity and conflict

Richard Kasperczyk
Managing Director
ResolutionsRTK

The world of work is both rewarding and challenging for people managers. We have an opportunity to make a difference through enhancing lives as people achieve, grow and learn in a positive work environment. But wherever people are, there is also complexity brought about by differences in personalities. As these interact with organisational roles and structures, some challenging situations arise.

It’s a fascinating exercise to consciously focus on how different individuals look when walking along a busy street. While their differences in physical appearance are striking, they are analogous of what goes on in the inner world of their thoughts, perceptions, values, needs and emotions.

Those who are conscientious, adaptable, innovative, resilient and able to get on with other people are just the sort of people all managers would love to have in their teams. There is another group, often a minority, who find it difficult to accept responsibility, and instead blame others or intimidate them to get their own way. Managers often report that most of their time is spent on managing the latter group, no matter how small.

There is a lot more to it than just differences in personalities, of course. And just as well, because little can be done to change someone’s personality. We can, however, change behaviours and that’s what matters most in the workplace. The behaviours leading to positive workplaces – taking responsibility, assertive communication, constructively participating in team activity – don’t often happen by themselves. They are a part of intentional people development strategy which we believe should include managing conflict as part and parcel of everyday work life.

In this ezine edition we tackle some of the difficult subjects of bullying, high conflict, and complex injuries, not because we enjoy these topics so much but because these some of the greatest challenges at work, and it’s where we add greatest value to people management, bringing lots of combined experience of resolving difficult issues in the workplace.

We usually find that people issues and risks don’t arrive overnight. Most managers are aware when certain behaviours are unhealthy for some time before they blow up into a major problem. Taking wisely considered action as soon as possible can reduce the likelihood of substantial costs and emotional pain down the track.

I would like to commend to you this edition with a sincere hope that some hints presented in it will contribute to timely prevention or intervention so that the people in your workplace can be energised through work rather than dispirited. As always, we assume you will not hesitate to contact any of us if you would like to discuss any issues raised.

Richard K