People Won’t Change Unless They Experience Acceptance

Your attitude toward frustration determines how well you respond to conflict. 

When you encounter a conflict or problem, the situation will trigger one of three possible “assumptions”:

• You find others at fault for things that go wrong and see them as the source o...

When you act assertively, you can combine that attitude with either anger or warmth in four ways:

Angry and assertive – People who use this approach demean and insult others. This behaviour is rare in most workplaces. 

Angry and not assertive – People...

In this environment, employees disengage and feel apathetic toward their work. Team members don’t acknowledge their colleagues’ contributions. Without feedback, people don’t know their position in the organization or whether their work has a positive impact. 

Teams at some corporations show open antagonism toward one another. The workplace is full of uptight, unreasonable and unhappy emotion. Members of these organizations feel threatened. They hate going to work and avoid meetings. Hostility saps employees’ energy and leads to lower producti...

Your people don’t have to become “emotional idiots” – Other people might see someone as less than emotionally solid if he or she shouts at colleagues who could have their own reasons for how they behave.

Health and resiliency improve – Reducing the number o...

Most people encounter around 30 frustrating situations every day. In such circumstances, the assumptions you make – to blame others, blame yourself or look for the reason – shape your results and outcomes, for better or for worse.

Consider the impact of your behaviour patterns throughout yo...

Five factors, including poorly designed systems and processes, cause most workplace conflicts:

1. You may encounter situations at work where hidden restraints cause problems. 
2. When systems and processes are poorly structured or instituted, they can prompt workplace clashes. 

Workplace conflicts unfold in three different kinds of corporate cultures: “hostile,” “indifferent” and “connected.”

Your overall corporate culture determines how conflicts emerge and how best to resolve them.

The behaviours that destroy trust and connectedness are fo...

Explore systemic issues such as the challenges governments face, why hospitals lack sufficient staff, why civic officials can’t maintain the highways or why your neighbor acts so weird. Try to gain an understanding of the covert factors at play in your workplace. These insights will allow you to ...

• Workplace conflicts unfold in three different kinds of corporate cultures: “hostile,” “indifferent” and “connected.”
• Your attitude toward frustration determines how well you respond to conflict. 
• Five factors, including poorly designed systems and processes, cause most workpl...