This is what managers can do to prevent disputes in the team

Dusseldorf Conflicts in the workplace manifest themselves in a variety of ways: Two colleagues seem to be yelling at each other about trifles. A team member complains that they are always informed last. Or a previously committed employee suddenly no longer contributes in meetings.

Business psychologist Saskia Bülow knows from her work as a change manager for corporations and coach for specialists and executives that there are three main causes of conflicts. First: lack of communication. “Most of the tensions in the job environment stem from that. Misunderstandings, gaps in information, unclear expectations impair cooperation,” she says.

The expert sees conflicts of interest in second place: “Different goals or priorities between employees or teams cause explosives.” Personal friction ranked third. “Different personalities, working styles and values ​​hold enormous potential for conflict in teams,” says Bülow. The expert reveals to the Handelsblatt what managers can do to defuse the most common conflicts in the workplace.

Disputes in the workplace: Recognizing conflicts in the team as a manager