Hier erfahren Sie, wie Sie die potenziellen Fallstricke bei der Bereitstellung von Feedback und Bewertung in der Konfliktlösung umgehen können.

Remember the following: It is crucial to gather all relevant facts and identify areas of improvement. Feedback should be supported with specific examples and a performance improvement plan should be developed. When delivering feedback, it is essential to consider the recipient's emotions and to choose an appropriate setting for the conversation. Starting with positive feedback can effectively set the right tone before gently transitioning to areas that need improvement. Lastly, it's important to take the time to understand why the individual's performance may not have met expectations, as this understanding can provide valuable insight and help in developing a plan to support the individual in reaching their full potential.

Prepararse bien!! qué afirmación que muchas veces se torna un enigma, ser positivo?, ser complaciente?, ser proactivo? , a mi entender prepararse bien es aprender a escuchar y estar atento a ver/observar/analizar, de hecho el inicio de cualquier negociación es parte de la preparación.

Giving feedback and evaluation in conflict resolution can be delicate and requires careful handling to avoid exacerbating the conflict or creating new issues. Navigating the Potential Pitfalls: • Establish a Safe and Respectful Environment: • Create a setting where all parties feel safe and respected. Set ground rules for respectful communication and ensure everyone has an opportunity to speak. Build Trust and Rapport: • Spend time building trust and rapport with all parties. Listen actively, show empathy, and validate their feelings and perspectives.

One of the most important things I can do to prepare myself is to acknowledge the story I'm telling myself. As a coach, I help others, but even after reading Escaping Enemy Mode and The Anatomy of Peace I found myself needing this step again. I had a family member with whom I was super frustrated. When I realized that I was telling myself that she wasn't trying, and that she was deliberately being difficult, I was able to recognize that I was not seeing her as a human, (who was also frustrated, and didn't want to be in this conflict any more than I did). This recognition changed my viewpoint. I discovered she really was trying, but had obstacles I hadn't seen. Once identified, we were able to tackle the obstacles together.

When disagreements erupt at work, the natural reaction might be to jump in with corrective feedback. But a moment is required here! That approach can easily backfire and fan the flames. The secret weapon in these situations is Empathy. Truly trying to understand the other person's viewpoint and the behavioural pattern underlying their words, can create a space for genuine communication. This shift in perspective allows us to identify the root of the conflict and work towards solutions that address everyone's needs. This empathetic approach can even prevent future conflicts by building trust and bringing a sense of collaboration.

Empathy is arguably one of the most important qualities of strong leadership. You have to sincerely be able to understand a person's situation and reaction. While you may not have actual experience in a specific area, you can express empathy in that you understand how they must feel or what they may have gone through or why they did a certain thing. It is not agreeing with anything but, rather, putting yourself in their shoes.

One thing I have found helpful is to hold truth to transferable energy. Positive thoughts and prayers offer empathy. A mere touch tends to garner authentic support.

Always try to put yourself in the other person shoes, in your mind eye. Reflect on how you might feel, if in a similar situation. Remember that no one is perfect. It has been my experience that a calm voice goes a long way in helping to reduce the confusion and tension in the room. Make sure your own implicit bias is not interfering with your own neutrality.

How we arrived at a moment can often be subjective. By focusing on the quantifiable output or outcome that triggered the need for conflict resolution helps keep the dialog focused. As you prepare to deliver feedback, work backwards from the outcome, to identify measurable activities, conversations, exchanges, and other incremental moments that led to the end result. Depending on the circumstance (taking extra care when the situation requires degrees of sensitivity and/or confidentiality) it may be appropriate, or even necessary, to gather facts from multiple people. You may not have direct evidence yourself, but often times others do - just be sure to validate what you are gathering is truly factual and not simply someone else's opinion.

One thing I find helpful is never forget where you came from when giving feedback. Focusing on developing an individual is more beneficial than kicking him/her when their down. I'm a firm believer that traumatic experiences untreated will disengage an individual during a feedback session. Instead of talking just listen first. You may be surprised at how much resistance diminish from the receiver.

3. **Focus on Facts**: Base your feedback on objective facts rather than opinions or emotions. Clear, fact-based feedback is more likely to be accepted and acted upon.

Resist the temptation to insert opinion in these circumstances. Any conflict resolution conversation has to be centered around quantifiable and undisputed facts, not hearsay.

One thing I have found helpful is to do some research and gather valid information on the subject. Then proceed to take your stand on the desired change. The truth can always be validated and it will always prevail.

Open dialogue is crucial for understanding and growth in any relationship or team setting. Here are a few tips to encourage dialogue: active listening, creating a safe space, asking open-ended questions, being open and honest, encouraging participation, managing conflicts constructively, regularly checking in, being patient, and celebrating contributions. Encouraging dialogue can immensely improve collaboration, creativity, and understanding within any group.

You do not want to be talking at someone. Create a safe environment by clearly stating your good intent at the onset of the conversation. In order for this to be productive for all parties you have to make sure to move the conversation to dialog, not monologue.

Dialogue can is encouraged by asking open-ended questions. Questions that require more than a yes or no answer. I have found that asking the parties to tell me more about a certain subject matter also sets the stage for dialogue. The neutral professional’s role is to constantly ask questions. Questions that ask who, what, where, when and how the situation and behaviors occurred. Neutral questions help the parties to shed light on their own circumstances and behaviors. What impact would opposite or different actions have made on the situations that occurred.

I have found very useful, that willingly, everyone has to hang their egos outside the room, to ensure a safe environment. Furthermore, acknowledgment, every point of view/perspective is important and valued. Everyone has to surface all assumptions and information with the understanding this promotes the potential to help solve the conflict at hand - we are not mind readers. In summary, a room of equals, feeling safe, valued and honoured in their beliefs, values and attitudes. Good luck.

Please see my previous responses tying all three perspectives together. In order to coexist we must resist the temptation to tear down but to build up.

Instead of just focusing on problems, work with the person to co-develop solutions that will help resolve the situation at hand. Do not necessarily tell them what to do (although in certain situations that may be warranted). Through dialog steer the conversation in a way that involves them doing self analysis and reflection and hopefully arriving at solutions on their own during your conversation that will be acceptable. IF that can happen you are more likely to get buy in and subsequent action from the person.

Before offering solutions, however, allow for the other to reflect on the feedback. The best solution might come from them...

1. Be Specific and Focused:Instead of vague comments, provide concrete examples of the issues and how they can be addressed. This makes your feedback more actionable. 2. Use "I" Statements: Frame your feedback using "I" statements (e.g., "I noticed...") to avoid sounding accusatory and to emphasize your perspective. 3. Acknowledge Positive Behaviors: Balance your feedback by recognizing what the other person is doing well. This shows that you appreciate their efforts and are not solely focused on the negatives. 4. Follow-Up: Plan a follow-up meeting to review progress and make any necessary adjustments. This reinforces your commitment to resolving the issue and supports ongoing improvement.

Effective feedback involves offering constructive solutions, with achievable action plans for the people involved, which you can develop together,identifying the root causes of conflict and strengthening relationships.

I believe offering solutions is a great way to impact a team member , however I feel a more personable way to impact a team member is to offer personal assistance if you have time. For instance, you can make the statement "what can I do to help remove these obstacles with you".

By joining the absolute with listening and contemplation, the individual can expand into all the areas surrounding any problem, information, idea, or plan. By referring to all the points and following up, you will move forward and overcome what comes your way with complete ease, ease, and professionalism, and you will become a specific, capable, and experienced person in this aspect. .

Regular check-ins reinforce ongoing feedback and keep momentum going. Imagine your supervisor tells you to work on your administrative and writting skills. You then spend hours working on your gramer and punctuation. You even take a writing class. Then you believe you made significant progress, but your supervisor really just wanted you to be more factual, clear and concise. Without clear direction, follow-ups, an action plan, milestones, training, or follow-ups you will never get to the results needed. Effective feedback sessions are continuous improvement events that provide a clear roadmap to follow. With a structured process and regular check-ins, we ensure the feedback translates into positive change.

Follow-ups ensure feedback translates into meaningful action. Establishing a timeline to review progress demonstrates dedication to resolving issues. Regular checkpoints (monthly is good) not only contribute with for necessary adjustments but also reinforce the idea that feedback is a continual journey.

My first marriage counseling session was with a newly married couple who argued everyday over the toothpaste tube. He hated her squeezing it from the top instead of rolling it from the bottom. She felt that wasn't important. After months of arguing over that everyday they decided to divorce. A friend who had recently come to me for marital advice that saved her marriage recommended they come to me before they ended it. The husband disclosed that the conflict started over the toothpaste tube because she squeezed from the top and he asked her to roll it from the bottom. That argument led daily conflict over every little thing. My solution to them, each should have their own toothpaste and to read Matthew 18:19 in the bible. It worked.

Following up shows you care which reinforces all the areas mentioned before. Sometimes people feel like a number and we need to take that feeling away. Not only are they are peers, coworkers, but they are humans. No one deserves to feel as though they don’t matter. So to follow up, enhances their thought process when in doubt.

In my experience of giving feedback/evaluation in Conflict Resolution, the most fundamental aspect before beginning the feedback/evaluation process is to prepare the receiver for receiving this feedback/evaluation. As an illustration, if in a workplace, even if feedback/evaluation of a mandatory nature has to be given, it's always better to apprise the person that they are about to receive such feedback/evaluation, or ask them whether they are comfortable with receiving feedback/evaluation rather than cornering the receiver by straightaway pushing the feedback/evaluation on their face. Adopting this strategy prepares the receiver to take and accept the feedback/evaluation much more deceptively and seamlessly.

While they are closely related, I understand feedback and evaluation to be different concepts. The core of feedback lies in the identification of what has been done, the behaviour of the individual. The essence of evaluation is an estimation or assessment of the value of what has been done. The process is collaborative, occurs in the present moment and respects the validity of both of these elements. I believe keeping this in mind minimises the power struggles which reduce its efficacy, and increases the potential for future progress.

Para navegar pelas armadilhas ao dar feedback e avaliações na resolução de conflitos, é essencial: Ser específico e objetivo: Concentre-se nos comportamentos observáveis e evite generalizações. Ser construtivo e não pessoal: Foque no problema e não na pessoa, mantendo um tom respeitoso. Ouvir ativamente: Dê espaço para a outra parte se expressar e demonstre empatia. Buscar soluções: Em vez de apenas apontar erros, trabalhe junto para encontrar maneiras de melhorar. Ser consciente do timing e do ambiente: Escolha o momento e o local apropriados para discutir questões sensíveis. Seguindo esses princípios, é possível evitar muitas das armadilhas comuns e promover uma resolução de conflitos eficaz.

In order to ensure that the process is constructive and promotes a resolution rather than escalating the conflict, it is imperative to navigate the potential pitfalls of providing feedback and evaluation in conflict resolution. To promote candor and transparency in maintaining a safe atmosphere, we must select a neutral venue that is welcoming, quiet, and free from distractions. We also need to make sure that the feedback session is held in private. By summarizing what the other person says and seeking clarification, we may ensure that we are listening and promote two-way communication.

Feedback is always a gift for both giver and receiver! Giving feedback as a gift, fostering a safe space for open dialogue, doesn't mean softening the message. It means treating the recipient as a partner in their growth. This approach leads to phenomenal outcomes.