Why do leaders always delay in the face of contradictions among their subordinates?

Based on your description, I think the possible reasons are:

First, cold treatment.

If there is a conflict between subordinates, it is also a tricky thing for the leader. First of all, leaders want their teams to be harmonious and stable, and they don't want to see conflicts between employees. When a conflict arises, the possible consequences of solving the problem are different depending on the solution.

If one party is criticized, it will inevitably cause dissatisfaction with the other party; Fifty boards on each side may cause dissatisfaction on both sides. If you can't satisfy both parties, or if you don't understand what happened, it's a good idea to calm both parties down first. Perhaps, when the anger of the employees themselves is gone, they may solve it on their own.

Clause. 2. It cannot be resolved or has no power to resolve it.

1) Each leader has his or her own authority and jurisdiction, and the problems raised by employees are beyond the power of the leader, and the leader has no authority to solve the matter.

2) Or the conflict is beyond the scope of work, and the leader cannot solve it or is not suitable for participation. For example, conflicts that arise due to incompatible personalities or personal grievances can only be resolved by yourself.

3) In addition, it may take a long time to resolve the conflict, and the leadership is not without a solution, but has been trying to find a solution during this period without any results.

Third, it is deliberately so.

It is said that He Shen and Liu Yong have their own advantages and disadvantages, and there have always been contradictions between them, why does the emperor know it and not solve it? Maybe it's just to keep them at bay. For sensitive positions, for senior leaders, this may be a management technique that can be used for reference, or it may be to make employees have conflicts with each other, avoid employees forming a united front, or become the opposite of the leader altogether.

First of all, pay attention to principles. When reconciling conflicts, leaders must speak impartially and fairly. In addition, the leaders of both sides of the contradiction should carefully talk to them individually, and it is better to be able to record the focus of the problem so that they can verify it, and then organize them to communicate with each other and resolve the contradiction.

Secondly, we must be good at "extinguishing fires". When a conflict occurs, the emotions of both parties are often very excited, and the leader must not add fuel to the fire and deal with the conflict immediately. A better way to deal with it is for the leader to first indicate to both parties that they have accepted the conflict, and ask both parties to go back to stabilize their emotions first, let their minds calm down, and never act impulsively.

Then explain to both parties that they will talk to them in person later to learn more about what happened. After the leader's "cooling-down" treatment, the subordinates who have conflicts will more or less repent, and then the leader will take reassuring methods. Listen to their respective reasons and grievances, understand their troubles in detail, and do their own ideological work well, and the contradictions will be easily resolved.

After that, you have to learn to coordinate. If the contradictory party has realized his mistake under the persuasion and education of the leader, but is unwilling to admit his mistake to the other party due to the problem of face, then as a leader, he must not be forced to admit his mistake in person. A reasonable method is to create an opportunity for the two sides to relax their atmosphere in private, to create conditions for the two sides to shorten their psychological distance, and then to ease the contradictions between them in a smooth way.

And if it's hard to determine who is right and who's wrong, leaders should make compromises to calm things down. On the basis of fully affirming the respective views of both parties, the leader can integrate the leader's own opinions and improve them, which is a better way to solve the problem.

In the face of contradictions between subordinates, better leaders will understand the ins and outs in detail and intervene in adjustment, but most of them will choose to let themselves reconcile or even sit idly by, because in the eyes of the leaders, they are very tired of dealing with affairs every day, and they don't want to worry about this trivial matter, and they may even feel that the two people who have conflicts bring trouble to the company and are dissatisfied. So in this case, cold treatment is already the best policy they have chosen, there is no need for you to live and die between colleagues, time will take away everything, and this matter will be delayed again and again.

Because they can't solve it at all, because they can't solve it at all, they just drag it out, drag it out.

There are two possibilities, one is that the leader cannot find the best way to solve it for a while; Second, the leaders want to take a cold treatment to alleviate the sharp contradictions and facilitate follow-up processing.

The situation is more complicated. First of all, analyze the requirements of subordinates, to put it simply, whether they are legitimate requirements or improper requirements, and more carefully, whether they are the requirements that subordinates in the unit should and can put forward (such as welfare and tourism) or the requirements that seem to be completely correct but cannot be realized in the system (such as information disclosure, complete public election, etc.), among these requirements, only the third type of requirements can be put forward by subordinates.

Ok, come down to the leader analysis, if your requirements are in line with the requirements of the unit, then whether the leader is biased against you or he has other requirements to exchange, either you should have a "deep" exchange of opinions with the leader in private.

Each subordinate has a different role in the leader, even if a person is not bad, no literacy, but he works hard, and the suggestions put forward are conducive to the development of the company, the leader will also shelter him, of course, the leader will also appease you, the most important thing is that you have to improve your work ability, strong your heart!

Some things can be dragged and dragged away, and the leader thinks that if he doesn't reply, he won't look for him again.

It should be that I want my subordinates to solve it themselves.

Solution: Solving the problem of subordinates procrastinating on tasks is actually solving the problem of ability, attitude and system. Managers can provide formal training to employees, formulateWorkflowHelp them solve their competency problems.

Then there is a situation where the employee's work ability is completely competent, but he just doesn't want to work hard, which is a typical attitude problem. Rapid promotion or promotion, increase salary, shorten working hours, optimize working environment and conditions, etc.

More importantly, if you are a manager with no real power, in addition to this "special incentive", you must also sincerely care for the workers, sincerely think about the workers, and mingle with the workers. This solves the problem of attitude.

Scamping. Root cause of the phenomenon:

First, there is the issue of capacity. Employees have old work skills, have been using the original experience, rarely updated and upgraded, and have not kept up with the changes of the times. Employees have a low level of job maturity and do not master the necessary work skills, which is "passive grinding".

Second, there is the issue of attitude. Some people are naturally lazy and lazy. No matter how much salary you give, he is "lazy tata". They naturally don't want to work and deliberately stay in their comfort zone. This is the "nature grinder", for this kind of person, you have to have a system to supervise.

Third, there is the issue of system. The team does not have a sound management system.

Do more, do less. The less you dry, the more you rest. In order to protect their own interests, employees choose to work less.

Live. For example, there are three people in a group, one buddy is very capable, and the other two grinders. After a while, this giant can't bear it, why should I do more, they do less, and take the same money.

He will also slowly become infected and become more and more abrasive. This is the "deliberate grinding of foreign workers" caused by the system.

1. It is beneficial for the boss to have a stable powerAs a leader in the workplace, the relationship between subordinates is not coordinated, so the leadership ability is very stable. It's like the crabs in the basket are holding each other down and pulling, so they can't climb out of the basket. The same thing, in the subordinates Liang and Xian supervise each other, and the workplace that cannot be promoted is the same, the power of promotion is entrusted to the boss, and the boss can be promoted to maximize the strength.

The subordinates are the rock, and the boss is at the head, so when there is a conflict in the workplace, the boss will provoke them, and when there is no conflict, the boss will have a conflict. 2. Which department is most likely to cause disputes if it can stimulate combat effectiveness? The answer is that the department that is most related to profit and power is the sales department, and since it is the department with the highest profitability, of course you should be proud and feel that the company should cooperate.

Now, what happens if there is only one sales champion in Jing Paiguo? That is, the sales champion thinks that the reason for the company's survival is his credit, and he is likely to be rude to his leaders and colleagues afterwards. What's more, he is also prone to slacking off, and then begins to get by, causing the company to lose its vitality.

Now what if he has close competitors behind him? Of course, the situation is very different! Champions are afraid of being robbed of their positions, and will continue to work hard as a sales champion!

And the second place always wants to say that one day it will be the champion. Therefore, if a wise leader sees that his subordinates are particularly capable, he will consciously support his subordinates and establish a competitive relationship with those who are highly capable. If both sides compete, the merit will increase!

Their attitude is also very conservative! Leadership can save a lot of ideas! Third, the leader can benefit more from the contradictions, and the biggest beneficiary is the leader!

Because the leader can take advantage of this contradiction, ** do not want to assist the people they arrange, promote their own ideas, etc., and do a lot of things. In short, when the time comes, the thorn will leave, and he will hate his opponent and take the place of the leader. If the leader thinks that one day the will be useful again and reconcile with it, the will be very grateful to the leaders at that time!

Another advantage is that the leader will become an important figure in the middle, because there are contradictions in the subordinates. If subordinates want more power, they have to curry favor with the leader, who becomes an important person who can control the overall situation. Fourth, be able to find problemsAs a workplace leader, if the relationship between subordinates is not coordinated, problems will be quickly discovered.

The relationship between subordinates is very good, and if the boss wants to know certain information and contradictions from each other, it will not be able to solve the problem at all. As long as there are contradictions and discord between the people under him, some people will naturally have some bad intentions to report to the leader, and the leader will naturally receive the news steadily.

1. Prevent gangs and factions.

In the workplace, leaders create conflict among employees. In addition to being more productive, you can also reap a lot of benefits for yourself. For example, after the company makes a mistake in decision-making, in order to prevent it, the image of the employee in the eyes of the employee will decline.

At this time, we can find a party among the employees and let him hold this black cauldron as a reason to destroy the team. It's insidious, but it can't be helped.

In the workplace, when the boss creates conflict between employees, he can detect problems in a more timely manner. Employees on both sides of the conflict will expose various things about the other in order to suppress the other. In this way, the boss will be more relaxed and effortless, and he will no longer have to worry about not being able to find employees.

What are leaders most afraid of in the workplace? One is that the employees form a group, and the other is that the employees are united. Both of these situations are not conducive to the management of the boss.

As a result, bosses create conflict between employees, making relationships more estranged and making it easier to manage and control the entire workforce.

2. Consolidate the power of leadership.

The best way to create conflict in the workplace for leaders is to create conflict for leaders. Because in this way, employees will hold each other down. Only when there is a contradiction in the subordinates, the superiors can sit idly by. If usually, employees get along well with each other, which is really difficult for leaders.

In the workplace, the most hated behavior of leaders is ganging. If the leader of any company finds out that his subordinate is suspected of being a faction, then he will not hesitate to remove the subordinate. The best way for employees to get along with each other is to do their jobs and not interfere with each other.

This is best for leadership.

In the workplace, the boss deliberately provokes conflicts between two employees, one is to consolidate his own power, and the other is to better supervise them. Once one party does something bad, the other party can't wait to tell the boss about it. Let the boss punish the employee over there.

In this way, the mutual restraint between employees can be well formed.

3. Stimulate combat effectiveness.

In the workplace, if the boss wants to improve the productivity of his employees, he will try to provoke conflicts between employees. When good employees are in conflict, they start to compete. After this kind of competition is formed, both parties will do their best to guess the victory or defeat in the work, so as to improve work efficiency.

In the workplace, if a company's employees lack competition, they start to slack off. Especially those excellent employees, who are very capable and have made great contributions to the company, will inevitably have some arrogance. At this time, it is necessary for the boss to stand up and create conflicts for the employees, which is also to make them work better.

In the workplace, if there is a conflict between the employees of the company, then they will inevitably compete around that conflict. Once a virtuous cycle of competition is formed, the company's work efficiency will continue to improve. That's why bosses always like to create some conflict between their employees.