Manager/collaborator conflict

A manager/collaborator conflict, also known as a conflict between a line manager and an employee, occurs when there is a disagreement, tension, or dispute between a manager (or supervisor) and a team member (or collaborator) within an organization. This disagreement can result from a variety of factors, including differences of opinion, misunderstandings, unmet expectations, communication problems, personality conflicts, or work-related issues.

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Manager/collaborator conflicts can vary in severity, ranging from minor and temporary disagreements to deeper and persistent conflicts. Common sources of conflicts between managers and employees may include:

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• Differences of opinion: Managers and employees may have different ideas about how to complete a task or solve a problem.

• Inefficient communication: Communication problems can lead to misunderstandings, misinterpretations, and frustrations.

• Managing expectations: Expectations that are not clarified or misunderstood can lead to disappointments and conflicts when results don't match expectations.

• Personality conflicts: Differences in personality, work style, or personal values can cause tension in the team.

• Performance evaluation and management: Performance reviews, promotions, and pay increases can be friction points if employees feel they are not being treated fairly.

• Work-related issues: Concerns such as excessive workload, lack of resources, or workplace safety issues can also cause conflicts.

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It is important to note that manager/collaborator conflicts are not necessarily negative. In some cases, they can be constructive and lead to improvements in communication, expectations management, and work relationships. However, when not managed appropriately, conflicts can take a toll on productivity, team morality, and employee retention.

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Effective resolution of manager/collaborator conflicts generally involves openness to dialogue, active listening, the search for mutually acceptable solutions and, in some cases, the intervention of a neutral third party, such as a human resources manager, to facilitate mediation. The aim is to reach a resolution that is fair for all parties involved and that promotes a healthy and productive work environment.

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--> Read also our article on how to resolve manager/collaborator conflicts in the age of hybrid work