How To Get A Workplace Ceasefire
Jane Gunn, internationally recognized mediator and conflict specialist
The world is filled with fear, whether it’s a pandemic or global conflict. It could be a fear of job insecurity, financial instability, gender and multicultural struggles, or even the fear of cancellation. Communication breakdowns and a rise of authoritarianism and control are causing a decline in interaction. We become isolated, escalating our feelings, and only talking to people who share the same views. It can lead to a perfect storm, where global and societal fears and instability are replicated at work. LiveCareer’s study revealed that 87% of employees suffer from fear at work, and Acas.org.uk estimates that 485,000 workers resign every year due to conflict. How can we achieve a ceasefire in the workplace and reduce tension?
There are four main reasons for workplace conflict.
- There is a power struggle between individuals.
- When there is an intense desire to appear in the right, whether morally or legally.
- Unmet needs and divergent interests.
- Demonisation and active alienation are the results of a breakdown in communication and interaction.
Why does it matter that the workplace mentality shifts from one of conflict to collaboration?
In the 21 st Century, mediation is becoming an increasingly important business tool in both the legal and the commercial sectors. Our professional juggling of tasks has led to a proliferation of choices and stress, making it easy for others, who have their own agendas and needs, to manipulate, influence or bully us.
In 1995, the Tomorrow’s Company Inquiry found that an adversarial attitude is one of many factors that prevents companies from reaching their full potential. Adversarial mentalities contribute to the breakdown of communication, and create divisions. We need different opinions. But obstinance and ignorance, as well as societal divisions, an unwillingness to listen and a rigid viewpoint will lead to a culture of fear. The ‘Nowhere Abyss,’ while an immediate refuge, may turn out to be a place that we regret later rather than crossing ‘The Bridge of Courage.’ Many opponents question whether agreeing to an end of hostilities makes you appear weak. No. It takes courage and foresight.
How can you achieve a ceasefire during a conflict in the office?
- To stop the escalation, press the red button. Step off the escalator to open the discussion. Negotiating a ceasefire requires early resolution, especially in the current climate of complex crises.
- To restore effective dialogue, change the interaction from an adversarial one to a collaborative one. We are always prone to react in an adversarial manner; we fight, flee, freeze, and shut down. When we actively calmer, and are able to have collaborative reactions and behaviors, we can achieve a better result for everyone, including connection and constructive decision-making, and build positive relationships.
- Change your mindset. Prepare for dialogue and not war. Focus on the future because conflict can have a positive outcome if it is able to catalyse change. Consider conflict an opportunity to cocreate, and remember that conflict resolution is a journey towards gaining new perspectives.
- Recognize that most conflicts are caused by a conversation which did not happen or was not conducted well. This allows us to reset, reopen the dialogue and take a deep breath.
- Do not follow A poor script By challenging norms and narratives in order to find better ways forward.
- We need to be committed. This is why organizations that have a commitment pledge, which describes, lives, and breathes, their values and beliefs, usually do better.
- Learn mediation skills, or find someone who can facilitate a dialogue.
What can we do to ensure that we survive during times of change and challenge?
We are often ill-equipped to face challenges at work. Our past experiences, traumas, and issues can influence our decisions. But we can also have the courage and let go of what no longer serves us. It can be liberating and productive to feel lighter, and not burdened by baggage from conflict and ill will.
The first time this post appeared was on Human Resources News.
