Communication Strategies for Managing Difficult Workplace Conversations

Finding the right words is only a small part of a hard workplace conversation. These tend to be challenging because individuals bring varied experiences, expectations, concerns, and ideas to the event. If the tension is already high, an everyday disagreement can be more difficult to deal with. It's not enough to talk clearly.

It needs to listen; it needs to leave space for other viewpoints; it needs to find a way forward that people can hear and agree with. Communication and Conflict Management Training may be able to help you build those skills as a team or leader.

When You Need a Permit, the First Thing to Do Is to Understand the Situation

Before entering into a challenging discussion, try to get a handle on what's going on. The conflict might not be as it appears on the surface. Expectations may not have been clear, communication issues may have been present, priorities may have conflicted, responsibility may have shifted, or concerns may have been unresolved.

Who should be included in the discussion and what each person is looking for is also a consideration. Depending on the context, having a dialogue with two peers might take a different form from that of a discussion with a supervisor, a team, or a few stakeholders.

The intention isn't to make judgments about who is correct before the conversation even starts. It is to provide a context to consider the issue with honesty and in a productive way.

Listen Before Moving Toward a Solution

Listening is one of the most vital skills during any challenging work conversation, but is sometimes the one area where people fall short. In the event of tension, people are likely to start thinking about how they will react rather than listening to what the other person is saying.

Good listening involves hearing the meaning of what is being said. Ask questions. Rephrase what you heard. Concise it before answering. There is no need for consensus with any of this. It just shows that the other person's point of view has been taken into account.

Facilitation Corps states that facilitation is active listening, reflective thinking, asking questions, explaining clearly, and summarizing to get groups going toward their shared goals. That is a great way to practice that outside of official meetings. It offers a solid basis for engaging in discussions in which others might be thinking differently at first.

 

 

 

Maintain Focus on the Issue

Conflict in the workplace can easily cross the line into personal. From that point on, the original problem may be lost under suppositions about a person's disposition, motives, and personality.

The best solution is to pinpoint the problem. Rather than state a colleague is not reliable, explain why deadlines were missed, missing information, or a specific breakdown in communication. Specific concerns can be more easily understood and addressed. For instance, rather than stating, the project information came in late on several occasions, which is making it difficult to keep this timeline, or You are not dependable.

The distinction matters. One statement is subject to a discussion of a viable problem. The latter can come across as a criticism of a person.

Ask Questions That Invite Discussion

Questions asked in a challenging conversation can make people defensive or receptive.

Open questions are great because they give people a chance to talk about their understanding instead of just defending a stance. These are types of questions to ask:

·         What do you think the reasons were?

·         What concerns you most about the situation?

·         What do you think is contributing to the problem?

·         What would make it more functional?

·         What do you think should be done now?

Effective questions are not a tool to take control of the conversation. They are a means of discovering information that is not apparent.

Create Space to Consider Different Perspectives

Workplaces are not the same for everyone. Different professionals may have different interpretations of the same situation, or different cultures, roles, responsibilities, and positions in the organization that can influence interpretations.

This doesn't imply that all viewpoints will inform the same conclusion. That said, it is an aspect that needs to be taken into account.

The approach of Facilitation Corps centers on meaningful participation, equity and inclusion, collaboration, practical action, and capacity building. Its work acknowledges that lots of knowledge and experience exist in organizations. The job of the facilitator is to facilitate a process that brings those views together in a beneficial way.

 

 

 

Transitions Between Discussion and Practical Action

Just because everyone has had their say in a conversation doesn't mean it's successful. At some point, the discussion has to generate clarity about what comes next.

Clarifying responsibilities, changing a communication practice, setting expectations, resolving a misunderstanding, and agreeing to discuss something at a later time may be some of the things that happen.

Some challenging dialogue will not result in a unanimous agreement. Sometimes, the more pragmatic objective is to have a mutual understanding of the problem, a decision that is both viable and effective, and to have clear accountability for the next steps. This is usually a sufficient stimulus to move ahead.

Recognize When Facilitation Can Help

Conflict resolution can't always be done informally between two parties. There may have been some that have died in the bottle. Relationships might be strained. There could be multiple interests at stake regarding the result.

At these times, an impartial facilitator can add the appropriate structure without claiming ownership of the decision. Communication and conflict management support is provided by Facilitation Corps, such as structured workplace mediation and facilitation that are aimed at enhancing workplace interactions and fostering constructive problem-solving.

This doesn't mean imposing agreement. It's about making a process available for people to join in; to understand the issues better; and to move toward a reasonable next step.

Build Stronger Communication Before Conflict Escalates

Communication skills should not be used only as a means of resolving problems after they have intensified in a workplace relationship. Skills can be reinforced in teams, through practice as facilitators, in leadership development, and by paying attention to and reflecting on team communication and decision-making.

Facilitation Corps LLC delivers communication skills training and coaching to support leaders and teams to communicate effectively, engage in change, build leadership capacity and skills, lead discussions, implement group dynamics, and ensure meaningful participation.

It's a good thing that prevention is important. Difficult conversations are less disruptive when people are used to listening to each other, asking good questions, and directly answering concerns.

Conclusion

Conflictual conversations at work are a reality. When people work together, they will inevitably have differences of priorities and expectations, responsibilities, and viewpoints. The question is, how are those differences dealt with? It is not essential that a thoughtfully spoken conversation have to agree with one another. It needs trust and structure for the people to be able to say what they need to say, listen carefully, look at the real problem, and take practical actions. That may be by direct interaction amongst co-workers. Sometimes, a neutral facilitator can structure the way forward and help get things moving. Facilitation Corps LLC activities are focused on meaningful participation, collaboration, and action, including Workplace Mediation and Facilitation Services, communication and conflict management, leadership development, and facilitation training.