You’re a conflict management professional. How can you build a team that thrives in the face of adversity?

Finding a common goal if possible among the parties tends to be also an interesting path. The common goal can enlighten those involved about where the challenge lies. Sometimes, the point of disagreement isn't "what," but "how," and having this clarity can be a negotiation accelerator.

Um dos grandes líderes que conheci em minha trajetória profissional usava uma expressão que contraria ou invertia a lógica da: "confiança se conquista" por: "não consigo confiar mais do que já confio". A sua intenção era muito simples, deixar explícito que a confiança já existiria desde o início da relação profissional, caberia a mim ou, não, desconstruir a relação de confiança, antecipadamente, estabelecida. Uma atitude ou uma simples escolha de gestão que pode reverberar em um clima de trabalho com menos tensões e/ou cargas ansiógenas e/ou estressantes de, o tempo todo, ponderar se a confiança estaria ou não em 'construção' naquela relação profissional, além dos desafios propriamente dito no cargo ocupado.

When we rely on our own habitual way of managing conflict, often times we can make a bad situation worse. To that end, I recommend leveraging specific conflict strategies. For example, when I work with organizations to mitigate workplace friction, I administer a conflict style assessment. The assessment identifies 5 specific conflict styles you can use to manage various conflict situations (compete, collaborate, avoid, compromise, accommodate). Your main objective when dealing with conflict is to understand what is important to you: the end goal or the relationship with the person you are in conflict with. Depending on what's important to you, it will determine which conflict style is the most effective to deal with the situation.

Para prosperar en tiempos difíciles, donde ya no es una época de cambios, sino, un cambio de época, puedo presentar una forma de comunicar, que va contracorriente, en un mundo, donde cuando las cosas salen mal en el trabajo, nos volvemos verbalmente violentos, hiperexigentes, amenazantes, inquisidores, viene bien hacer uso de la comunicación noviolenta, una forma de comunicar y una forma de Vida, que nos permite reconocer y alejarnos de esos modelos violentos de comunicación y pasar a ver nuestra humanidad compartida, descubrir necesidades humanas no satisfechas detrás del conflicto y hacer énfasis en usar estrategias que satisfagan nuestras necesidades y las de los demás, hablando desde lo que hemos visto y sentido, libre de juicios.

Here are a few more things to consider: 1. Factual information: Base arguments on facts rather than emotions. 2. Win-Win Approach: Aim for solutions that benefit all parties. 3. Flexibility: Be open to different solutions.

- Begin with cultivating resilience and a shared sense of purpose. Guide teams to establish clear, mutual goals, which act as a north star during turbulent times. - It's crucial to embrace diversity in thought and experience too - a mosaic of perspectives often forges stronger solutions to unexpected challenges. - Communication is the lifeblood of any resilient team. In the trenches, it's also about adaptability—encouraging a mindset of flexibility and learning from setbacks. - Regular stress-testing of strategies and encouraging a culture of psychological safety, where members can voice concerns without fear, further equip teams to navigate adversity.