At the same time, the rapid change that characterizes much of our economy is giving rise to extraordinary innovation. Employees at all levels have new opportunities, as well as new ways of doing things.
Diversity and innovation can invigorate our institutions, but they also hold the potential to drive people apart. Differences in training, culture, values and language can spawn quiet or active conflict among colleagues who would be better served by working together.
At every level of our organizations, there is a great need for people who can lead across boundaries. We all are challenged to resist divisive rhetoric and transform differences into opportunities. If you are looking for ways to address conflicts in your work life, here are techniques to consider:
- Focus on the big picture. When conflict begins, the best thing may be to delay action and concentrate on understanding the whole picture. You may make a contribution simply by understanding everybody's viewpoint, and seeing how all the pieces come together. Or you may lower the tension by drawing combatants' attention to a shared mission.
- Be present. When you are fully present, you are calm and observant, and completely mindful of the situation at hand. Great leaders like Nelson Mandela have been able to quiet intense conflict simply by being present. We all have the power to soothe conflict by cultivating our inner calm as we step forward to witness the forces that drive others apart.
- Inquire. The best way to diffuse conflict may be to ask questions, rather than offer advice. Ask respectful, positively worded questions truly designed to elicit information and others' views. Listen deeply to the answers, and don't rush to offer your own opinions or suggestions.
- Redefine “us.” Office politics, like politics everywhere, may break down into petty warfare between “us” and “them.” If our view of “us” is narrowly defined, we may waste time and energy sniping at all the others we regard as “them.” But if “us” is broadened to include our whole organization, the “we/they” dichotomy will be dispelled, and we won't waste our energy fighting with colleagues from down the hall or across the country.
- Build bridges. You can overcome “us/them” distinctions by encouraging and forging relationships that cut across boundaries. Bridging can be encouraged by creation of inter-departmental teams, by broadly attended social events, and even by office architecture that fosters mingling.
- Model trust. Trust is at the heart of successful collaboration and conflicts are less likely to arise in environments where people trust each other. You can support a climate of trust by demonstrating your willingness to trust other people, even before they have earned it. Studies suggest that building trust is a skill shared by many exemplary leaders, and also that people who are trusting are more likely to be happy and well adjusted.