Conflict Resolution at Work for Dummies®

Chapter 4. Practicing Self-Awa reness: Understanding How Managers Foster Conflict

In This Chapter

• Addressing common managerial pitfalls

• Avoiding vague environments

• Recognizing the difference between fix-it tactics and resolution

• Taking a realistic view of your skills

If there's a problem on your team and you're wondering where to start, one of the first places to look for change may be with you. Without knowing it, you may be playing a part in creating or perpetuating a conflict.

Imagine if you were known for your great people skills, for your ability to grow even the most entry-level performer, and for your talent to get the job done successfully. You'd have people clamoring at the door to work for you! Imagine, also, if you were someone who had unintentionally made a few missteps as a manager but were given the opportunity to add new techniques to your usual approach. What would that mean for your reputation as a professional and as someone with an aptitude for problem solving?

This chapter outlines some of the common pitfalls you may make in your attempts to handle problems, whether the bickering is contained between two people or you think that a mutiny is about to happen. You also find proactive ways to manage a group, resolve issues firmly but creatively, and get on with the business at hand.

Micromanaging

Ask just about any employee what the number-one attribute of a "bad boss" is, and he'll probably answer with one word: micromanaging. Taking an inappropriate role in employee projects ...