The whole category in one page.
MOST WORKPLACE CONFLICT IS STRUCTURAL RATHER THAN PERSONAL, AND IT IS ATTRIBUTED TO PERSONALITY
Unclear responsibilities, conflicting objectives and measures that set people against each other cause more friction than character ever does. Fix the structure before managing the people.
THE STATED ISSUE IS FREQUENTLY NOT THE REAL ONE — SPEAK TO EACH PERSON SEPARATELY FIRST, BECAUSE PEOPLE SAY DIFFERENT THINGS IN FRONT OF EACH OTHER
DESCRIBE WHAT YOU OBSERVED RATHER THAN WHAT YOU CONCLUDED, SINCE BEHAVIOUR CANNOT BE DISPUTED AND CHARACTERISATIONS ALWAYS ARE
MOST PERSISTENT DISAGREEMENT CONTINUES BECAUSE NOBODY HAS THE AUTHORITY TO END IT
Hear both sides, decide, and explain why — people accept decisions they disagree with when they understand the basis. Disagreement is acceptable; undermining the decision afterwards is not.
SEPARATE BULLYING, HARASSMENT AND DISCRIMINATION FROM ORDINARY CONFLICT AND NEVER MEDIATE THEM
Requiring someone to sit with a person who harassed them causes further harm. Follow the formal process and protect the complainant throughout.
EXAMINE YOUR OWN CONTRIBUTION FIRST WHEN YOU ARE A PARTY, BECAUSE IT IS ALMOST ALWAYS PRESENT AND IT IS THE PART YOU CAN CHANGE
INCONSISTENT APPLICATION OF RULES IS FELT MORE ACUTELY THAN THE RULES THEMSELVES, AND IT UNDERPINS MOST SUCCESSFUL COMPLAINTS
IN FAMILY BUSINESSES, HOLD FAMILY MEMBERS TO THE SAME STANDARDS, BECAUSE EVERYONE ELSE IS WATCHING AND IT DECIDES WHETHER THEY STAY
ONE PERSON TREATED BADLY FOR RAISING A GRIEVANCE ENDS ALL FUTURE REPORTING
AND ACCEPT THAT SOME PEOPLE SIMPLY CANNOT WORK TOGETHER — PERSISTING COSTS MORE THAN REORGANISING AROUND IT
