By Tom Fox — 2015
Workplace conflicts can emerge in any number of forms, but there are some general, garden-variety types that I see on a repeated basis: conflicts with the boss, conflicts with peers and conflicts among a manager’s direct reports or teammates.
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In this article, we argue that there is one essential area where companies can create enormous social value: job satisfaction. Because of the connection between happiness at work and overall life satisfaction, improving employee happiness could make a material difference to the world’s 2.
Conflict wreaks havoc on our brains. We are groomed by evolution to protect ourselves whenever we sense a threat. In our modern context, we don’t fight like a badger with a coyote, or run away like a rabbit from a fox. But our basic impulse to protect ourselves is automatic and unconscious.
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Learning how to negotiate conflict demands that we become more present, more fearless. We may need to relinquish the hopeful image of ourselves as remaining serene under all circumstances, like sitting buddhas carved from wood or stone
In order to appropriately engage in a disagreement, then, the point cannot be to win it or change another’s opinion — “otherwise, they devolve into stubborn, angry arguments,” Mr. Chopra said. Instead, “disagreements exist as a place to start negotiating.”
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