Many people encounter instances of having to work with people whom they have entirely different backgrounds or differences regarding personality. These situations arise due to having no choice over work colleagues one finds himself with or when a team has been chosen to complete a work project, and thus you may find yourself with people you would not usually interact. When met with these kinds of situations, one may argue that it will promote inefficiency and lead to underperformance and failure to achieve organizational objectives. This notion though holding some weight is, in fact, incorrect in its assumption that different is wrong. Facing people who present an entirely different view on the table can be a daunting task and may require one to channel all his wits to pull it off.
However, when successfully done, it enables one to experience a wave of delight at having managed a particularly tricky situation. To put it in another way, people who are different from us does not particularly mean they are difficult to deal. In fact, they may turn out to be right beyond our wildest dreams and the cooperation they offer can go a long way in making the team successful. Issues of personal differences, however, don't always turn out to have a rosy side. For example, handling of conflict is a daunting task when dealing with someone who is behaviorally asymmetric and out of sync with your personality. Therefore, in this particular case, it is useful to exercise ones skill of patient and abilities to listen and empathize with the other side.
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As has been stated earlier, the organization also has a role to play to ensure the management of conflicts in the workplace and recruitment of staff that fit into their job descriptions both in qualifications and personality. It is imperative that the attainment of organizational goals should be the primary agenda pushed by the organization and for this reason, it is essential that staff who can fit into the corporate culture be recruited.
The organization has a critical role to play regarding the provision of equal opportunities in the workplace. The measures taken should consider the social-cultural disparities that are the key factors that propagate personal differences in the workplace. These considerations are vital in various ways because of their implications for the process of bridging the personal differences that can have negative impacts on the company. For instance, the members of the organization may have different views concerning policy or rather have different tastes and preferences regarding the offers that are given by the company. The company should recognize this differences and opt for the services that have a diverse view hence catering to the needs of both the majority and minority. Taking this consideration into account amounts to employee satisfaction and an increase in commitment towards the organization’s goals. Therefore, the management should analyze and be conversant with the needs of the workers and handle them appropriately.
The interactions between the workers should also be diversified to recognize individual differences. Notably, the workplace has different avenues where the workers socialize both informally and formally. The management may dictate some of the conditions for the interactions when creating teams or also in the mentorship programs. Although this measure has advantages, giving the workers liberty concerning the choices they make can have more profound impacts on the organization's success. The resulting socialization process will be comprehensive of the interests of the workers. Also, the workers should be aware of the significance of recognizing the differences that they have within themselves and appreciate their co-workers. The resulting working environment will be productive and can translate to the organization’s success.
References
Mannix, E., & Neale, M. A. (2005). What differences make a difference? The promise and reality of diverse teams in organizations. Psychological science in the public interest , 6 (2), 31-55.
Ashforth, B. E., Schinoff, B. S., & Rogers, K. M. (2016). “I identify with her,”“I identify with him”: Unpacking the dynamics of personal identification in organizations. Academy of Management Review , 41 (1), 28-60.
