Faster, better, more effective: a small competition between colleagues can quickly turn into a bitter struggle for power. When rivalry becomes a problem and what solution strategies there are.
Cologne (dpa / tmn) - competition stimulates business, it is said. In fact, a competition can motivate employees to do their best. In some cases, however, the opposite happens: Nobody can concentrate on their actual work anymore. This can result in enormous stress, high absenteeism or even layoffs.
"The decisive factor is whether distrust, resentment and hostility are involved," says Timo Müller. He heads the Institute for Conflict Management and Leadership Communication (IKuF). "Often there is no simple, playful test of strength behind such a rivalry, but rather an unresolved conflict or several conflicts at once." In these cases, it is important as a manager to be close to the team, to recognize the problem early and to act.
Looking for the causes of the conflict
But what exactly is to be done? Asking the two parties to simply settle the dispute does not help. Instead, the cause of the conflict must be sought in a mediating conversation. "However, managers have often not been trained for this," says Müller. Then it might make sense to further qualify them or get external help.
Alternatively, you can try to separate the brawlers directly and use them in different teams. This is Anke Sommer's approach. She heads the Summer Institute for coaching, team and personality development. "If everyone has their own sphere of activity, there are no territorial fights.
Then nobody feels threatened by the other, everyone can concentrate on their strengths, "she says. In general, teams are more successful if the members have different skills and strengths." They can complement each other instead of trying to outdo each other. " , so summer.
Rise in the niche
But how do you find out where your strengths lie? Most of the time, these are characteristics that you don't even perceive as an ability. "It's often the things you were praised for as a child. Things that are so easy for you to take for granted," explains Sommer.
In addition, it is advisable to look for a niche and expand its expertise there. This makes it indispensable in this area and does not compete with others from the outset.
There are always losers in competition
"In general, competition is not very effective because there are always one or more losers," says Sommer. Instead, you should focus on the principles of addition and improvement.
In addition, as a good manager, you should know the strengths and weaknesses of the employees and use this knowledge when working groups are formed or new members are brought into the team. This would prevent many conflicts from occurring.
But what if a rivalry seems inevitable, for example in the race for an open leadership position? The manager is also crucial here, says Müller. It must enable fair, transparent competition. "This is done by communicating clearly from the start how a job is being allocated and what skills are being sought." Only then would it be possible for such a contest to be fought on the factual and not on the personal level.
Literature:
Anke Sommer: battlefield workplace: The practical manual for conflict management in the company, Hanser, 240 p., 34 euros, ISBN-13: 978-3-446-45872-7.
Timo Müller: Before the storm begins. How managers effectively prevent and manage conflicts, Wiley Verlag, 264 pp., 24.99 euros, ISBN-13: 978-3-527-50951-5.