Internalized Motivation and Its Role in the Office Conflict Resolution

How Internalized Motivation Can Help Resolve Workplace Conflict

The belief in human behavior often revolves around a blend of internal and external motivation. However, delving into the core of this concept, particularly internal motivation, can yield remarkable insights for driving organizational change. Instead of coercing change upon employees, the crux lies in uncovering their internal motivations, paving the way for them to embrace positive transformations willingly. While external rewards or threats might offer temporary effectiveness, genuine transformation stems from acknowledging the inherent internal control and motivation within each person.

• Enforcing Change Versus Guiding Individuals In Making Internally Driven Choices
• Addressing Destructive Conflicts
• The Best Source of Internal Motivation is Highly Individual
• Navigating Conflict with an Inside-Out Approach
• A Practical Way for Swift Conflict Resolution
• Considering Dishonesty

Enforcing Change Versus Guiding Individuals In Making Internally Driven Choices

This perspective of internal motivation brings about a refreshing shift. Doug Walker, M.S. thinks our job isn't about forcing change on employees, but helping them make choices that come from within and lead to getting better. . The strongest intrinsic motivators that drive us from the inside are relationships and the pursuit of power. Sure, basic survival needs are extremely important, but the pull of higher-level needs like fitting in and having influence can be even stronger.

In the context of industrialized nations, employees are often influenced profoundly by belonging and power. Whether it's about building connections or getting results, both these motivations are deeply connected to making things change.

When it comes to sorting out conflicts effectively, we need to steer clear of trying to control everything from the outside. Blaming and trying to control others almost never works. Shifting our thinking to understand that people have their own internal motivations and control themselves puts the responsibility on each person. This shift opens up the chance for everyone to take personal responsibility.

In various situations, whether it's dealing with contract problems or personal conflicts, the goal is to help folks improve their relationships to get good results. The main idea is to shake things up a bit in how people act, knowing that if behavior changes, the outcomes will change too. This approach also brings the promise of job security because these relationship challenges are a big part of being human. In a nut shell, these challenges usually come down to people-orineted issues.

Addressing Destructive Conflicts

There are two types of conflicts: the good ones where differences are explored together (constructive conflicts), and the bad ones that destroy relationships (destructive conflicts). It is critical to deal with the destructive ones because they stall productivity, erode team morale, and can even affect how customers see the company, which is not so good news for the overall health of the organization.

Recent surveys underline the pressing need for conflict resolution training. In this particular study, “employees in the United States companies spend approximately 2.8 hours each week involved in conflict. This amounts to around $359 billion in hours paid that are filled with – and focused on – conflict instead of on positive productivity”. This data underscores the critical importance of early conflict intervention, as conflicts seldom self-resolve. Getting involved right away becomes crucial when these conflicts start impacting the bottom line, like revenue and profitability, and all the other parts of the service-profit chain. If we let conflicts slide, it can deteriorate the quality of our products or services and even make customers leave.

However, it is important to remember that conflict resolution isn't about controlling others; it's about making relationships better. Even though we can't control other people, especially as managers or team players, we are totally in control of managing relationships. Resolving conflicts needs to be quick, private, open, and focused on making things better in the future.

The Best Source of Internal Motivation is Highly Individual

The best source of internal motivation is highly individual and can vary from person to person. It is, however, obvious that internal motivation kicks in when your personal desires, values, and aspirations drive you to roll up your sleeves and go after your goals. Some common sources of internal motivation include:

Passion and Interest. People are often motivated by activities and pursuits that align with their passions and interests. When individuals engage in tasks they find inherently enjoyable or fulfilling, they are more likely to be internally motivated.

Autonomy and Control. Feeling in control of your actions and decisions can be a strong internal motivator. When employees believe they have the power to shape their own path at work, motivation kicks in.

Intrinsic Rewards The satisfaction you get from the task itself is a powerful motivator. This includes the sense of accomplishment, personal growth, and the pure joy of learning that comes with the activity.

Personal Growth and Development. Aspiring for personal growth and self-improvement is a significant internal motivator. Seeing tasks as opportunities for learning and development boosts motivation and employee morale.

Goal Setting. Setting specific, challenging, and meaningful goals provides a clear direction and purpose, driving internal motivation. Working towards and achieving these goals becomes intrinsically rewarding.

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Sense of Purpose. Having a clear sense of purpose and understanding the broader impact of one's actions can fuel internal motivation. Knowing that one's efforts contribute to a greater cause or have a positive effect on others can be a powerful driving force.

Remember, everyone is unique, and what motivates one person might not work for another. The interplay of these factors in the workplace can vary based on personality, experiences, and individual circumstances. Understanding your own internal motivation sources may help you understand what motivates your team and is crucial for finding fulfillment both personally and professionally in your work.

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Navigating Conflict with an Inside-Out Approach

The solution to destructive conflict lies with an internal control paradigm. This approach is grounded in the belief that people have an internal compass guiding them. It's all about keeping things confidential and open, with the main goal being improvement rather than pointing fingers. The focus is on steering towards desired outcomes and not getting stuck in the why's of the past.

In practice, a direct approach is recommended by Doug Walker, M.S., involving predefined questions during coaching sessions. It is beneficial for the coach or team manager to establish rapport with each conflict participant beforehand, explaining the process. It is also emphasized that success in one's career and life hinges on effective relationship and result management.

Transparency is key here – sharing the questions that will be posed during coaching sessions eliminates any element of surprise. This organized process alleviates pressure, placing responsibility squarely on individuals for their actions. It is all about owning up to your actions, managing relationships professionally, and paving the way for sorting out conflicts the right way.

A Practical Way for Swift Conflict Resolution

Now, let's delve into a practical approach for expedited conflict resolution. When confronting conflicts, certain crucial elements must be considered. The questions we pose form the cornerstone of shaping the resolution process. Here, we should consider the five following questions for each session.

- Are both parties invested in achieving a positive outcome? This foundational query sets the tone. Not all will openly express willingness, but altering the question slightly can yield insights: "Would you be open to resolving this matter?"

- “What can you do to alter the situation?" Acknowledging our inability to control everything, this question redirects focus towards self-control rather than trying to control others.

- What's already working? This question reminds participants that not everything is awry. It's intended to trigger positive discussions and highlight areas of existing success, thereby fostering a more relaxed atmosphere.

- What is the desired change? This question delves into what must change to resolve the conflict. Phrasing it in the future tense shifts the narrative from blame assignment to actionable solutions. If the issue is communication, this question opens the door to exploring how communication could be enhanced.

- What specific actions can each party undertake to contribute to the resolution?It's about translating dialogue into tangible actions. The plan must be feasible, immediately implementable, and ideally backed by a support network.

The criteria for a successful outcome are both parties believing in their ability to execute the plan, benefits of resolving the conflict outweighing the costs, swift execution, and consistency. After the initial session, typically a week later, we need to follow up in another session. This session is all about accountability and transparency. Acknowledging achievements with high-fives is essential. Likewise, it's crucial to reflect on times when things didn't go as planned. What strategies can be employed to get back on track? It's important not to let too much time pass without making adjustments.

The impact of poor or non-existent training can be calculated by assessing how skill gaps affect productivity. The time wasted due to inefficient processes caused by inadequate skills should be taken into account here. Additionally, errors or customer complaints that could be attributed to a lack of proper training should be considered. Such customer complaint instances should be compared to the cost of implementing training programs to reveal the potential cost savings and improved performance.

Considering Dishonesty

Finally, there might be a situation where dishonesty creeps in during the resolution process, according to Doug Walker, M.S. This can arise at any point in the conversation. When someone isn't truthful, it's a challenge, but sometimes, when participants struggle with identifying something they'll do differently, the initial question might help them get back on track. We can ask them if their desire to make things better was truthful. While no-one should be directly accused of dishonesty, the importance of honesty in this process should be emphasized. It's akin to saying, "Wouldn't it be more beneficial to be honest here?"

Essentially, the above conflict-resolution approach isn't a magic cure, but a swift resolution method. It might not guarantee a fairy tale ending, but the goal isn't to transform individuals into obedient characters, but to foster genuine, impactful improvement.