Understanding personality types enhances one’s knowledge of their preferences and that of the people around them. The common personality traits include agreeableness, extraversion, conscientiousness, and neuroticism. These traits determine ho individuals display thoughts, feelings, and thoughts. For instance, a person with a high level of agreeableness is likely to be sensitive to the needs of others. The knowledge of personality traits is enhanced by learning and understanding one’s emotional intelligence, which combines the recognition of feelings and perception of personal information. Emotional intelligence determines how a person acts when they encounter people undergoing different life challenges. Knowledge of emotional intelligence and understanding people’s personalities enhances interpersonal relationships.
Emotional intelligence aids in self-regulation and self-management. Emotional maturity enhances the acceptance and ability to manage impulses that can be otherwise destructive. Through self-management, individuals can motivate themselves, avoid emotional self-destruction, and foster more vital socialization. Ferreira and Nascimento (2016) claim that it is easy to manage an emotion whose origin is known. A person in control of their feelings can quickly identify sources of negative feelings through self-reflection. Socialization, for instance, is promoted by improved self-management and regulation. Self-regulation and self-management are vital in keeping negative emotions such as anger and revenge in check.
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Apart from personal resilience, emotional intelligence promotes reliable leadership skills and teamwork. When every employee is determined to control their dynamic, conflicts are reduced. Guay et al. (2016) claim that most workplace conflicts result from emotional attacks. Thus, an employee who has not mastered personal resilience may resort to verbal exchange or even physical altercation. However, the ones that can ignore such issues can avoid or resolve the conflict. A study conducted by Ferreira and Nascimento (2016) confirmed that individuals who have attained emotional maturity are less affected by stressors, whether at the workplace or during their other daily activities, compared to their counterparts who lack personal resilience. Hence, understanding oneself and what to expect from other individuals regarding their reactions towards our actions and emotions is a significant step towards curbing workplace conflict. Managing personal feelings promotes a stress-free environment, improves the quality of work, and the time spent working and teamwork.
It is possible to resolve workplace conflict by understanding people’s personalities. A successful conflict resolution depends on the degree of acceptance and comprehension of the relationship between diversity and inclusion. Lack of these two results in misunderstandings (Ferreira & Nascimento, 2016). Forgetting the variety that occurs naturally based on one’s race, state, or tribe, diversity exists in personality types. People think and act differently, and this influences their reactions to others. The difference in people’s thinking creates different self-conflicts that must be solved before resolving a conflict that affects other workers. A workplace mostly encompasses all types of personalities, and being aware of such is the first step to prevent or handle any future conflicts.
I believe workplace conflict can be significantly reduced to accommodate all personality types and provide a healthy working environment. It is essential to consider each personality while resolving a conflict since each has its characteristics that need to be addressed. According to Guay et al. (2016), employees should learn to keep their behaviors out of work-related issues, especially those known to promote conflict. Each employee should try as much as possible to maintain neutrality when interacting with their peers. The workplace culture should ensure that ethical values foster equality, respect, and dignity.
Personality profiles can be effectively used to influence conflict-free working environments. It is every employee’s responsibility to control what happens in the workplace. Even when a conflict has occurred, it is necessary to focus on the wrongdoer’s strengths to promote their weaker characters. Pointing at one’s weaknesses may lead to further disagreements; hence, mediators should ensure they warn those conflicting without pinning down their personalities. They must focus on the positive instead of opposing sides. Also, workers should learn to embrace other people’s character by accepting them the way they are.
Furthermore, conflict can be resolved by limiting response at the time of the problem. Immediate responses give a person a short time to think and provide improper feedback and recommendations. As a result, one may utter words that worsen the conflict. Ferreira and Nascimento (2016) claim that in such cases, silence is a crucial element. It calms the individuals who are angry while giving the involved parties enough time to think. There should be a proactive approach to resolve conflict to ensure that each party understands their mistake. People who elicit a high level of openness are likely to adjust their schedules to resolve workplace issues.
Different personality types cause conflicts in the workplace. For example, people with narcissistic personalities are likely to cause problems in the workplace. They tend to disrespect their peers while at the same, expecting respect and admiration from them. Also, workers with conscientious personalities are likely to cause workplace conflicts. Such individuals tend to have a systematic approach to work procedures (Guay et al., 2016). As a result, they may differ from workers who are open to changes in the work environment. People with dominant personalities tend to be impulsive and skeptical. Thus, they are unwilling to accept the recommendations from their peers. Most of them lack patience, which can frustrate other workers.
I once experienced a personality conflict that was due to the difference in leadership styles. There was a workshop for the training of existing employees, and my company needed a representative who would attend and share the knowledge with the rest. I was asked to appoint one individual. I chose one of my closest colleagues who I thought best suited that post, and I believed she would deliver the knowledge to the rest easier than anyone else. She declined the offer, and since time was limited, I chose another colleague who accepted the chance. Later, I was summoned by the CEO as she complained that I chose someone who was less qualified than her and claimed I had not notified her. Luckily, I had emailed her and kept the information. I produced it as evidence, and it set me free.
References
Ferreira, M. F., & Nascimento, E. D. (2016). Relationship between personality traits and counterproductive work behaviors. Psico-USF , 21 (3), 677-685.doi:10.1590/1413-82712016210319
Guay, R. P., Choi, D., Oh, I. S., Mitchell, M. S., Mount, M. K., & Shin, K. H. (2016). Why people harm the organization and its members: Relationships among personality, organizational commitment, and workplace deviance. Human Performance , 29 (1), 1-15.doi:10.1080/08959285.2015.1120305
