Nowadays, innovations and market disruptions require most of the workforce to work closer within problem solving and decision making. This causes conflicts and clashes to occur more often especially in organizations that have complex structures. Some managers unintentionally engage in some actions that ignite conflicts rather than putting them down such as the following:
1) Overloading Subordinates
Many studies have proven that feeling overloaded lowers employees’ capacity to react collaboratively to opposing viewpoints, besides increasing aggressiveness and offensive attitude in the workplace as means of venting frustration. Hence, managers who try push the limits of productivity too hard end up with a backfire.
2) Under-utilization of competencies
On the other hand, if one’s abilities or professional knowledge are not well utilized, the generated discontent and sense of low esteem often provoke defensive and uncollaborative attitude during the team work. This is amplified when the underutilized person is feeling victimized and discredited.
3) Letting gossip flow
Although this sounds obvious, many executives still fall in this trap out of curiosity to know what is going on. Synergy is impossible to achieve in a place where rumors are part of the business-as-usual, communication is not transparent and distrust is in the air. In such atmosphere, energy gets consumed in politics rather than development and growth.
4) Taking Sides rather than keeping equal distances
Any homogenous stable team can be blown up by a leader who tends to formulate an internal club of trusted advisors with whom he spends more time than other team members and listens to the most. Such attitude polarizes any team and makes the less preferred team members feel neglected and unimportant. Eventually, if they do not quite, they tend to lose their team loyalty and care less about the collective outcome.