ADon’t set up a meeting if it is so

A
Don’t set up a meeting if it is something that you can deal with informally. Listen to all side first, separately, so you can understand each person’s views and feelings. Then set up to a meeting. Don’t jump to any conclusions before you go in.
Too often, people think about they want done to th other person. Instead, you need to get people to think about what they need from the other person and what they can offer the other person to held move things forward.
When you handle conflict, don’t thing of it as fighting a battle, but as a service you can offer your employees. Make sure you are consistent in how you handle conflict across the organization.
Try not to talk down to people. Sometimes, managers start treating people like naughty school kids, but that doesn’t work.
You need to check what is motivating people. Sometimes an issue just begins to appear , but it’s got deeper roots.
B
Explore what is happening like someone who really wants to move things forward, not like an investigator. Go in, ask some questions, find out what’s happening, if possible from both sides of the argument. Win people’s trust early on.
Treat people with respect. The best way to do that is to listen to what they’re saying ang to try to get in their shoes.
Try to find a win-win scenario. You want both people to go away happy and for it to be good for the organisantion. There must be no favouritism.
What you really want people to tell you is three things: what’s happening, their perception of what’s going wrong, and what can be changed.
Managers shouldn’t jump to conclusions. Sometimes a person will come to see them to say they have an issue with someone and they decide what they are going to do without checking with the other person. There are two sides to every story.

Kết quả (Việt) 1:

ADon’t set up a meeting if it is something that you can deal with informally. Listen to all side first, separately, so you can understand each person’s views and feelings. Then set up to a meeting. Don’t jump to any conclusions before you go in.Too often, people think about they want done to th other person. Instead, you need to get people to think about what they need from the other person and what they can offer the other person to held move things forward.When you handle conflict, don’t thing of it as fighting a battle, but as a service you can offer your employees. Make sure you are consistent in how you handle conflict across the organization.Try not to talk down to people. Sometimes, managers start treating people like naughty school kids, but that doesn’t work.You need to check what is motivating people. Sometimes an issue just begins to appear , but it’s got deeper roots.BExplore what is happening like someone who really wants to move things forward, not like an investigator. Go in, ask some questions, find out what’s happening, if possible from both sides of the argument. Win people’s trust early on.Treat people with respect. The best way to do that is to listen to what they’re saying ang to try to get in their shoes.Try to find a win-win scenario. You want both people to go away happy and for it to be good for the organisantion. There must be no favouritism.Những gì bạn thực sự muốn mọi người để cho bạn biết là ba điều: những gì đang xảy ra, nhận thức của họ về những gì đang xảy ra sai, và những gì có thể được thay đổi.Quản lý không nên nhảy đến kết luận. Đôi khi một người sẽ đến thăm họ nói rằng họ có một vấn đề với một ai đó và họ quyết định những gì họ sẽ làm mà không kiểm tra với người khác. Không có hai bên để mọi chuyện.