It’s often difficult for managers to know what to do when disagreements arise between employees: sometimes, things are not what they seem. This can be the case when the disagreement is about what was said or meant. That’s why managers owe it to themselves and their employees to conduct a fair and thorough investigation, talking to everyone who may have information about may have caused the disagreement. And even then, it sometimes comes down to subtle differences of meanings or expressions: where managers would rather things be clear and uncomplicated, too often the facts are shaded in nuances of verbal and non-verbal communications. In those cases, getting the people directly involved to talk out their differences and find common objectives going forward is important. When disagreements are based on imperfect communications, giving everyone another chance to say what they mean (or meant) is the first step in clearing the air and moving forward without tensions or lingering complaints. These are the kinds of workplace issues that policies fail to address: being clear, or not, is rarely covered in a handbook. That’s when managers have the responsibility – some would call it an opportunity, to clear the air and build understanding and trust. Effective communications – both verbal and non-verbal, are everyone’s responsibility. Pay close attention to what is spoken and unspoken today.
Sarah Vaughan (1924 – 1990): American jazz singer
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