Category: Top » View » Code-79473

Use the html code provided below to reprint the article: "How Much is Conflict Costing Your Organization?" on your website
You can adapt the code to fit the style of your pages but you need to respect our Terms of Service

Title

Author

HTML code

article only

<h1>How Much is Conflict Costing Your Organization?</h1> by wmessick Why does a dependable supervisor begin calling in sick, when you know they are not really ill, just before an important project is due for completion? Why is a valuable team leader always in a bad mood, snapping at her colleagues, coming in late, and leaving early - all of a sudden and for no reason at all? Why do you find yourself making decisions solely to keep the peace - to keep from upsetting fellow employees who always seem to be "having a bad day?"
If your employees were the right people when you hired them and if they were productive motivated individuals before, why not now - what happened?
When employees productivity, morale, and motivation fall - for no reason at all, it's not for no reason at all. The first step toward ridding your organization of profit draining behavior is to recognize it for what it is. 
Could it be workplace conflict? That's right, conflict. Not door slamming, yelling, desk pounding confrontations. Those are more easily addressed since the issues are out in the open.
I'm talking about the hidden conflict from issues that are considered too insignificant to mention, so they build up until there is no turning back. Invisible conflict from quiet bullying and intimidation. Transparent conflict between people who act nice toward one another and then sabotage each other's work.
As long as the problems resulting from these bad relationships are considered random and not something that can be measured and successfully managed - they will likely continue, cyclically, forever.
Once the behavior is identified as conflict and its financial cost to the organization calculated - the next step is to integrate strategies that have been successful for well over two decades in resolving conflict between individuals who are in long term interdependent relationships with one another.
"The vast majority" 99.999 percent or more of interpersonal conflicts that occur in the workplace -- will be dealt with in the workplace, for better or worse. They're not going to be referred to a mediation expert and they don't need to be," explains Daniel Dana, Ph.D., mediation consultant and principal of the Mediation Training Institute International." These conflicts can also be carried to the dinner table when they involve family members in a family or privately-owned business, unfortunately affecting every aspect of peoples' lives."
When two or more people share responsibility for a decision, conflict between them causes decisions based on their power contest, not from their objective judgment of what is best for the business. 
When an employee "forgets" to lock the office over a long weekend, "accidentally" leaves their company laptop in the coffee shop at an industry event, or "didn't mean" to let office supplies run out or the forklift out of gear on the loading dock - is it because they are a bad employee or one with at least one bad relationship with a coworker? 
Absenteeism is associated with job stress, particularly the stress of chronic conflict with coworkers. Honestly; have you ever taken a "sick day" when you weren't really sick? Maybe you just thought you needed a "mental health break" from the daily grind of dealing with a micro managing boss or an annoying coworker.
Conflict is clearly a contributor, along with other factors, that cause illnesses and injuries, resulting is lost work time and cost the company money. Employees who are not at work cost your organization in more ways than their loss of productivity. There is also the cost of workers comp and health insurance premiums to name just two other costs of their absence.
Have you ever had to restructure the workflow of a department or of one of your managers - to reduce the interactions between certain people? When employees can't work together harmoniously and processes or procedures are restructured to avoid or attempt to diffuse the "people issue" - you are on your way to sub-optimizing your whole organization. 
The restructuring or other stop-gap solutions may (temporarily at least) reduce conflict but it diminishes the opportunities for collaboration and cross pollination of ideas. And decisions made under circumstances where conflict is present are never as good as when people work together toward agreed upon destinations.
How much time, yours and your co-workers is being wasted because of conflict? And time always equals money, earned or lost.
It's an eye opening experience the first time you put the actual costs on paper.
Using a cost of conflict calculator, create an educated guess of the bottom line costs to your organization, of one conflict you are familiar with. Then multiply the estimate by the conservative number of such conflicts in a year and be prepared for a shock!
 <h2>About the Author</h2>If you are determined to realize your organization's potential, join our free email monthly announcement series at <a href="http://www.iBizResources.com/announcements.html"> http://www.iBizResources.com/announcements.html</a> and receive a COST OF CONFLICT calculator at no charge. 
Lawyers, accountants, financial planners and business coaches, visit <a href="http://www.familybusinessadvisors.biz/"> http://www.familybusinessadvisors.biz</a> and join the brand new directory of professionals.
 <h3><a href="http://www.content4reprint.com/business/human-resources/employee-relations/how-much-is-conflict-costing-your-organization.htm" title="How Much is Conflict Costing Your Organization?">Article Source:</a> <a href="http://www.content4reprint.com" title="Free high quality articles">Content for Reprint</a></h3>

Tags/keywords

read the original article: http://www.content4reprint.com/business/human-resources/employee-relations/how-much-is-conflict-costing-your-organization.htm

sample HTML code

full page

<!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.1//EN" "http://www.w3.org/TR/xhtml1/DTD/xhtml11.dtd">
<html xmlns="http://www.w3.org/1999/xhtml" xml:lang="en">
<head>
<meta http-equiv="Content-Type" content="text/html; charset=UTF-8" />
<meta name="keywords" content="cost of conflict, workplace conflict, conflict resolution" />
<meta name="robots" content="index, follow" />
<title>How Much is Conflict Costing Your Organization?</title>
</head>
<body><h1>How Much is Conflict Costing Your Organization?</h1> by wmessick Why does a dependable supervisor begin calling in sick, when you know they are not really ill, just before an important project is due for completion? Why is a valuable team leader always in a bad mood, snapping at her colleagues, coming in late, and leaving early - all of a sudden and for no reason at all? Why do you find yourself making decisions solely to keep the peace - to keep from upsetting fellow employees who always seem to be "having a bad day?"
If your employees were the right people when you hired them and if they were productive motivated individuals before, why not now - what happened?
When employees productivity, morale, and motivation fall - for no reason at all, it's not for no reason at all. The first step toward ridding your organization of profit draining behavior is to recognize it for what it is. 
Could it be workplace conflict? That's right, conflict. Not door slamming, yelling, desk pounding confrontations. Those are more easily addressed since the issues are out in the open.
I'm talking about the hidden conflict from issues that are considered too insignificant to mention, so they build up until there is no turning back. Invisible conflict from quiet bullying and intimidation. Transparent conflict between people who act nice toward one another and then sabotage each other's work.
As long as the problems resulting from these bad relationships are considered random and not something that can be measured and successfully managed - they will likely continue, cyclically, forever.
Once the behavior is identified as conflict and its financial cost to the organization calculated - the next step is to integrate strategies that have been successful for well over two decades in resolving conflict between individuals who are in long term interdependent relationships with one another.
"The vast majority" 99.999 percent or more of interpersonal conflicts that occur in the workplace -- will be dealt with in the workplace, for better or worse. They're not going to be referred to a mediation expert and they don't need to be," explains Daniel Dana, Ph.D., mediation consultant and principal of the Mediation Training Institute International." These conflicts can also be carried to the dinner table when they involve family members in a family or privately-owned business, unfortunately affecting every aspect of peoples' lives."
When two or more people share responsibility for a decision, conflict between them causes decisions based on their power contest, not from their objective judgment of what is best for the business. 
When an employee "forgets" to lock the office over a long weekend, "accidentally" leaves their company laptop in the coffee shop at an industry event, or "didn't mean" to let office supplies run out or the forklift out of gear on the loading dock - is it because they are a bad employee or one with at least one bad relationship with a coworker? 
Absenteeism is associated with job stress, particularly the stress of chronic conflict with coworkers. Honestly; have you ever taken a "sick day" when you weren't really sick? Maybe you just thought you needed a "mental health break" from the daily grind of dealing with a micro managing boss or an annoying coworker.
Conflict is clearly a contributor, along with other factors, that cause illnesses and injuries, resulting is lost work time and cost the company money. Employees who are not at work cost your organization in more ways than their loss of productivity. There is also the cost of workers comp and health insurance premiums to name just two other costs of their absence.
Have you ever had to restructure the workflow of a department or of one of your managers - to reduce the interactions between certain people? When employees can't work together harmoniously and processes or procedures are restructured to avoid or attempt to diffuse the "people issue" - you are on your way to sub-optimizing your whole organization. 
The restructuring or other stop-gap solutions may (temporarily at least) reduce conflict but it diminishes the opportunities for collaboration and cross pollination of ideas. And decisions made under circumstances where conflict is present are never as good as when people work together toward agreed upon destinations.
How much time, yours and your co-workers is being wasted because of conflict? And time always equals money, earned or lost.
It's an eye opening experience the first time you put the actual costs on paper.
Using a cost of conflict calculator, create an educated guess of the bottom line costs to your organization, of one conflict you are familiar with. Then multiply the estimate by the conservative number of such conflicts in a year and be prepared for a shock!
 <h2>About the Author</h2>If you are determined to realize your organization's potential, join our free email monthly announcement series at <a href="http://www.iBizResources.com/announcements.html"> http://www.iBizResources.com/announcements.html</a> and receive a COST OF CONFLICT calculator at no charge. 
Lawyers, accountants, financial planners and business coaches, visit <a href="http://www.familybusinessadvisors.biz/"> http://www.familybusinessadvisors.biz</a> and join the brand new directory of professionals.
 <h3><a href="http://www.content4reprint.com/business/human-resources/employee-relations/how-much-is-conflict-costing-your-organization.htm" title="How Much is Conflict Costing Your Organization?">Article Source:</a> <a href="http://www.content4reprint.com" title="Free high quality articles">Content for Reprint</a></h3></body></html>