Every experienced manager knows how quickly conflicts arise and how strenuous it can be to continue managing the team after such a situation.
Conflicts are part of our everyday life and occur again and again in different forms and intensities. A conflict always arises when two or more persons pursue different goals and interests, and no agreement can be reached on their implementation. Causes for confrontation can be of different nature. Sometimes it is enough for the team members to have different lifestyles or working habits, for example, or to maintain different decision-making paths. Such behavioural patterns quickly lead to relational conflicts, which in the worst case can even lead to group conflicts within the entire organisation.
Every company depends on the trusting, constructive and efficient cooperation of its employees. Often, one hopes to avoid major conflicts or to solve existing problems by not actively dealing with current confrontation by team leaders or managers of personnel. In many cases, passive waiting and seeing helps to intensify the conflict. The goal should not be to have any conflicts, but to understand them as conflicts of interest, to investigate their causes and to find solutions. Professional managers know that with conflict resolution it is crucial to identify potential conflicts in good time in order to be able to react in a targeted manner.
ALEADON’s preference analysis helps you to identify possible causes of conflict. It was developed on the basis of scientific findings from psychology, sociology and business education and analyses the individual thinking and action preferences of individuals and entire teams.
You can distinguish between four basic preferences, which help you understand why disagreements occur again and again when certain people work together. Here is a small example: While people with a blue preference enjoy analytical tasks in particular and often make rational decisions, people with a strong orange preference prefer a participative and communicative decision-making process within a team. In result-oriented cooperation, such different preferences can easily lead to a conflict. However, this could be avoided if each team member is deployed according to their professional preferences, complementing seemingly contradictory factors in a holistic approach.
The following case study can show you how to avoid conflicts and use synergies for your organisation. People with a strong red preference are known for developing innovative ideas and inspiring others for themselves and their visions. However, they like to leave the detailed development of plans to other team members. This is the strength of people with a strong green preference. They work in a very planned and structured manner and prefer orderly workflows. They are often valued as reliable partners in teams but tend to avoid being the focus of attention.
ALEADON’s preference analysis supports you in successfully assembling your team and clearly shows you the dominant thinking and acting preferences of your employees. Potential conflicts become visible in this way and can be managed effectively. The meaningful results help you to understand the specific procedures and working methods of your team members and to use them complementarily according to their preferences.
Learn from our experience and increase the individual job satisfaction and motivation of your employees lastingly. Start your lasting success and get information on our online products such as ALEADON’s competence analysis, ALEADON’s survey system or ALEADON’s feedback system with its different evaluation variants. We look forward to hearing from you.