How To Successfully Handle Workplace Disputes

Workplace disputes are futile egotistical diversions, which waste a lot of time and energy. Personally, I usually avoid them like the plague. That’s not to say I don’t feel strongly about certain issues. I abhor it when my values are dishonoured. However, I now know enough to realise that everyone is entitled to their opinion. Also, life is simply too short to become embroiled. The way to handle workplace disputes is to shift into higher self leadership mode and tackle them from that perspective. This is the way to approach any dispute whether it is one either you or your team members involved.
Disputes usually arise when someone else’s rules, opinions or behaviours impinge on our own personal boundaries that we can no longer turn a blind eye to.
At work in the UK, around 117,926K employment disputes were recorded in 2020/21. So the phenomenon is real. The emergence of an application to an employment tribunal is quite often the end result of a long and arduous route. Whereby somewhere along the line, parties to the dispute have failed to find a solution or a meeting of minds.
Workplace conflict is extremely costly. In a study by CPP Global, it was found that resolving conflict took up, on average, one day per month for each and every worker. If you start doing the math, then you realise that the cost to businesses is pretty huge. But even then disputes at work have a ripple effect. Not only do they take precious time to resolve, but they can also create an awful atmosphere. Other consequences include absence from work, knotty HR issues while disputes are being solved and simply dragging down the business.
There are many reasons why disputes occur, but some of the common dynamics present are: Roles of victim and victimiser, a sense of unfairness or injustice: A need to be right and the other wrong and sometimes a need to be better than or indignation at being seen as less than.
Some of the causes of disputes arising from:
Because we are all so unique and our perspectives are so very different, conflict resolution management isn’t always a success, As can be seen by the number of disputes which have reached an employment tribunal. In fact, many companies might argue that the most important HR Expertise is being able to minimise the effects of disputes in the workplace.
There is no magic wand, unfortunately. Human behaviour doesn’t transform instantly. A change of mind is needed. This is not just in the workplace, but at home, in politics, and in global leadership. When you place your higher self in charge, you approach conflict from a place of kindness, respect and care for everyone involved.
The mindset shift you achieve from operating from your higher self would produce a significant change. Instead of unhealthy disputes which simply squash the spirit, waste time and stunt creativity and innovation, the focus is on creating dynamics of equal value, harmonious working (healthy conflict is allowed!), and respect of boundaries and understanding each other.
These can translate into possible actions to handle workplace disputes such as:
When you realise the way to handle workplace disputes can be opportunities to unite and bring greater understanding, then you will approach them in a completely different way
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