{"id":9474,"date":"2018-12-14T16:23:45","date_gmt":"2018-12-14T15:23:45","guid":{"rendered":"https:\/\/www.reactive-executive.com\/business-conflict-management\/"},"modified":"2025-04-15T11:44:45","modified_gmt":"2025-04-15T09:44:45","slug":"business-conflict-management","status":"publish","type":"post","link":"https:\/\/staging.reactive2026.lets-preprod.com\/en\/business-conflict-management\/","title":{"rendered":"Business conflict management"},"content":{"rendered":"<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_79_2 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\"><p class=\"ez-toc-title\" style=\"cursor:inherit\">Sommaire<\/p>\n<\/div><nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/staging.reactive2026.lets-preprod.com\/en\/business-conflict-management\/#effects-of-conflicts\" >Effects of conflicts<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/staging.reactive2026.lets-preprod.com\/en\/business-conflict-management\/#types-of-conflicts\" >Types of conflicts<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/staging.reactive2026.lets-preprod.com\/en\/business-conflict-management\/#management-by-line-manager\" >Management by line manager<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/staging.reactive2026.lets-preprod.com\/en\/business-conflict-management\/#back-to-constructive-communication\" >Back to constructive communication<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/staging.reactive2026.lets-preprod.com\/en\/business-conflict-management\/#the-interim-manager\" >The interim manager<\/a><\/li><\/ul><\/nav><\/div>\n\n<p><strong>Managing a conflict in business<\/strong> is a usual necessity. Demands, rivalries, observations of the hierarchy, mistrust\u2026, the forms that these conflicts take are numerous. Their consequences are detrimental to the smooth running of the activity. How to restore contact and serenity between employees of the same company when trust has been tested?<\/p>\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"effects-of-conflicts\"><\/span>Effects of conflicts<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n<p><strong>Disagreements<\/strong> and <strong>tensions<\/strong> between individuals or groups of people are part of the classic sequences of <strong>the life of a company<\/strong> . Badly or not managed, these situations can affect the organization of work.<\/p>\n\n<p>Some effects are visible as a <strong>refusal to collaborate<\/strong> , a <strong>minimal and violent communication<\/strong> . A <strong>poisonous atmosphere<\/strong> reigns and clans form.<br\/> Other consequences are invisible, such as the concealment of information or even the dissemination of false information. There are also inexplicable blockages on important projects for the company or slowdowns in the implementation of action plans. These situations can be interpreted as sabotage.<br\/><strong>The performance of the company<\/strong> is then affected.<\/p>\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"types-of-conflicts\"><\/span>Types of conflicts<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n<p>There are as many <strong>conflict situations<\/strong> as there are businesses, but, in general, they are classified into nine broad categories. A distinction is made between <strong>conflicts of interest<\/strong> , <strong>identity<\/strong> , <strong>authority<\/strong> , <strong>generation<\/strong> , <strong>opinion<\/strong> , <strong>hidden<\/strong> , <strong>repressed<\/strong> , <strong>declared<\/strong> and <strong>misunderstanding<\/strong> . The latter is the conflict most often observed, but, good news, it is also the easiest to resolve. Finally, there are the so-called \u201c <strong>destructive<\/strong> \u201d conflicts and, conversely, those which are described as \u201c <strong>constructive<\/strong> \u201d. From these comes an enriching experience.<br\/> These conflicts <strong>often arise during a change<\/strong> in the organization of the company.<\/p>\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"management-by-line-manager\"><\/span>Management by line manager<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n<p>The intervention of a line manager is an essential prerequisite for the <strong>resolution of any conflict situation in the company<\/strong> . The first rule is to take the initiative, because the longer you wait, the more likely the conflict is to escalate.<br\/> The second is, without a doubt, to <strong>re-establish dialogue<\/strong> , which is often broken down in the event of conflict or dispute. A true mediator, the line manager must observe and analyze, preferably without judging, in order to effectively ease tensions.<\/p>\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"back-to-constructive-communication\"><\/span>Back to constructive communication<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n<p>Other methods have also proven themselves in the <strong>management of conflicts<\/strong> within organizations. Among them: the holding of <strong>regular meetings<\/strong> , whether <strong>formal<\/strong> or <strong>informal<\/strong> . We can never stress enough the importance of <strong>outings with colleagues<\/strong> , relaxed <strong>after-work events<\/strong> or <strong>strategic seminars<\/strong> .<br\/> Training in non-violent <strong>communication<\/strong> and valuing work are essential skills. Remember that if the emotion is present, it is impossible to bring the collaborator to reason and to ease the tensions. <strong>Benevolence<\/strong> and <strong>empathy<\/strong> , which consist in seeking the possible positive intention of the employee, are fundamental to managing disputes.<\/p>\n\n<h2 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"the-interim-manager\"><\/span>The interim manager<span class=\"ez-toc-section-end\"><\/span><\/h2>\n\n<p>Specialists in critical situations, Transition Managers are the people best suited to <strong>manage conflict<\/strong> in a company.<br\/> They generally intervene in two scenarios: to replace a <strong>manager<\/strong> at short notice or <strong>to manage<\/strong> a change in the organization. Since their mission and presence are limited in time, <a href=\"https:\/\/www.reactive-executive.com\/en\/you-are-looking-for-an-interim-manager\/\"><strong>Interim Managers<\/strong><\/a> aim for maximum effectiveness by combining all skills.<br\/> Not intending to occupy a fixed position in the company, they do not adopt careerist attitudes.  Coming from outside, they have the advantage of not being responsible for the history of the company nor of being \u201cpolluted\u201d by it. They can therefore analyze situations in the interest of the company. They decide with hindsight without letting emotions play. They will be able to resolve severe conflicts, without being tempted, at one time or another, to \u201cgo in the sand\u201d.<\/p>\n\n<p><strong>In business<\/strong> , as in personal life, disagreements are inevitable. We must always prevent them from degenerating. The role of the Line Manager is to prevent these risks by <strong>strengthening team spirit<\/strong> , highlighting the skills of each person and recalling <strong>the interest of the company<\/strong> . He must quickly detect <strong>the appearance of a conflict<\/strong> , ease tensions and restore the desire to work. If he does not have the skills, the strength or the will, he can call on a Transition Manager.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Managing a conflict in business is a usual necessity. Demands, rivalries, observations of the hierarchy, mistrust\u2026, the forms that these conflicts take are numerous. Their consequences are detrimental to the smooth running of the activity. How to restore contact and serenity between employees of the same company when trust has been tested? Effects of conflicts [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":34306,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[81],"tags":[],"class_list":["post-9474","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-items"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Manage a Conflict in a Company? Reactive Executive<\/title>\n<meta name=\"description\" content=\"Rivalries, observations of the hierarchy, mistrust... Their consequences are detrimental to the smooth running of the activity. 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