In each collective from time to time there are "riots on the ship." One or more people are outright sabotaging a management decision. This not only badly affects the general psychological climate in the company, but also inhibits the performance of important work tasks. There are several stages in establishing a dialogue with subordinates.
Instructions
Step 1
Study of the causes of the conflict. First of all, you need to diagnose a conflict situation. Even if there are no visible contradictions between management and employees, they exist in a latent (or latent) form. It is important to understand what exactly does not suit colleagues in the decisions that they ignore.
Step 2
Search for informal leaders. The second important step is to identify the “leaders of the protest”. In general, the situation with the emergence of informal leaders in the team must be monitored and monitored all the time. A formal leader is a director appointed by the owners or managers of a company, branch, or department. An informal leader is a person who stands out in a group of employees, whose opinion becomes especially significant in the team. In some cases, these two leaders coincide in one person, but much more often they are not just different people, they are antipodes.
Step 3
Establishing contact with the informal leader. The biggest mistake of the leaders is that they try to put pressure on the informal leader, and if they cannot “force” him to do as the management wants, he is fired. This is a wrong move, because if it so happened that a formal leader cannot become his own person among subordinates, then the question of the appearance of a new informal "leader" is a matter of time. You can't get off with a series of layoffs. It is much more profitable and cheaper to seek contact with an already established leader.
Step 4
Harnessing the energy of a local leader for the good of the company. What is the leader in the group? This is, first of all, a person who is willing to voluntarily take on the burden of additional responsibility without increasing pay and special incentives. Yes, he can lead a group of subordinates in the wrong direction in which the leadership wants. But, on the other hand, such a person is able to move mountains by his example, energy, motivation. The most important thing here is to direct his energy in the right direction. Often, self-proclaimed leaders are people who are sent to union workers in other countries. They often try to knock out additional benefits for the group, increased interest rates, and extra days off. The main thing is to understand one thing: such leaders are ready to bargain. Even if they incite the department to protest against a plan increase or workload increase, they have a willingness to trade these "benefits" for something else. And this leader must be able to use it: to offer his own conditions under which the company will not incur losses from the innovations proposed by the protest leader.
