"It is healthy to make space for them to tell their story and show care for how it affected them,"
"There is always some substantial critique worth considering,"
"challenged them to look past that: did they ever consider the tool was that way because the engineer couldn't get the investment needed to make it better?"
"I will notice I am having an emotional reaction to something when it would be more productive to find the value in it."
Managers should resolve interpersonal conflicts using a four-step approach. Listen to the offended party and make space for them to tell their story and show care for how it affected them. Ask that person to reflect on the substance of the conflict because there is usually some substantial critique worth considering. Ask the other party to consider the factors that influence the first party's perspective, including resource or investment constraints. Bring the two parties together and ask them to reconcile. Repeating this process helps managers recognize emotional reactions and focus on finding value instead of defending ego.
Read at Business Insider
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