Reducing Conflict 1 Why Can’t We Just Get Along

This is the first in a series of articles on the topic of reducing conflict.  I received a nice compliment from someone on LinkedIn a couple years ago.  He wrote:”…and the award for the best first line for any of the 100 million LinkedIn discussions goes to…Bob Whipple for: ‘Observing Human beings at work, it is clear we have an uncanny ability to drive each other crazy.’”

Very Common Problem

It doesn’t matter if people are working remotely or in close proximity, we still have a tendency to get on each other’s nerves. I contend that the problem shows up a lot sooner when people are working closely together physically. The little things tend to get on our nerves and begin to multiply with the passing of time. Soon, even a slight personal tick can become like an earthquake to the other person.

This series will share 30 different ways of reducing conflict that I have learned along the way. There are many additional methods of coping, but these articles may provide some food for thought, and hopefully some entertainment.

Video Enhancement

For each article, I will attach a link to a brief (3 minute) video that goes along with the technique I am describing.  I invite people in this group to comment on the validity of the techniques and share others that might be extensions of the things I have learned.

Classic Example

In this first article, I want to point out how quickly things can get resolved if there is an intervention of the right kind.  Usually if two people are already on each other’s nerves, it is difficult for them to resolve the issue without outside help.  In this video, I share a true story of how an entire company was fighting like cats and dogs. Nobody was having any fun, and it became downright dangerous, but in less than one year the situation was totally reversed.

In this case, the problem was an impending succession issue, where people were convinced that the heir apparent was not qualified. Several groups had sprung up to fight for a different outcome. The problem was so severe that the CEO, who was scheduled to retire, refused to leave because the next in line, who was being pushed by an oversight group, was the wrong choice. It took an outsider to unscramble the mess and make the correct choice for the new CEO.

Free Bonus Video

 Here is the link to the first video on reducing conflict:



Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 1000 rticles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


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