Helen Wingstedt
Helen Wingstedt

Member Article

Internal conflict in the outside world of work

Helen Wingstedt, intuitive stress specialist, shares her expertise on conflicts in the workplace.

Think of conflict in the workplace and if you’re an employee you might think of colleagues you don’t get along with; if you run a business, then maybe an employee who’s not toeing the line. In reality, there are many different forms of conflict in the workplace and defining them is an essential part of resolving them.

The first conflict type of conflict is that which exists within the ‘internal world’ of every individual i.e. conflicts created as a result of life experience that reside within the conscious and subconscious mind and emotional system.

This kind of conflict and ‘baggage’ is carried around by every employee and employer in every organisation and until it is personally addressed will be dragged around from one organisation, department or role to another.

Relationships rely on mutual need and will thrive whilst mutual need remain. If one party loses their need of the other then an imbalance is automatically created and the opportunity for ‘taking advantage’ can present itself.

For example, loyal employees who do not receive an anticipated pay rise resent, staff threatening to decamp unless a rival company’s pay offer is matched.

Finally, there is the relational conflict that inevitably arises between individuals in every organisation. This can be anything from an angry flare to passive bullying that goes un-noticed for years.

Relational conflict is frequently the one which organisations tend to focus on resolving due to its detrimental effects on productivity, performance and profitability. There are various approaches to resolving each particular conflict where individuals are involved, however, if the root cause remains, so does the potential for conflicts to be repeated.

Getting to the root cause of an individual’s personal, internal conflict is the way forward for today’s businesses. Unresolved internal conflict drives negative thinking, undermines decisions, limits performance and makes forecasting, planning and achievement of targets far more difficult than need be.

Synergy is easier to achieve when individuals are clearer and more honest with themselves about their own needs and motives. Respect can grow in place of misunderstandings and suspicion.

This was posted in Bdaily's Members' News section by Helen Wingstedt .

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