Dealing with disputes Clarifying guilty questions: 12 tips on black peter syndrome

Work better, information as desired! We give you the information you really need and are committed to a better and more ecological working environment. When Book Publisher Best of HR –® with Unique Book Concept and eCourses we offer over 20 years of experience in Corporate Publishing - with Clients like Samsung, Otto, Governmental Institutions. Publisher Simone Janson also heads the Institute Berufebilder Yourweb, which awards scholarships, for example, and belongs one of the top 10 female German bloggers, referenced in ARD, FAZ, ZEIT, WELT, Wikipedia .
Copyright:  Artwork created as part of a free collaboration with Shutterstock.

According to studies, around 15 percent of working time in Germany is spent dealing with conflicts. How can you argue better or avoid conflicts entirely?


Here writes for you:


Simone Janson Simone JansonSimone Janson is publisherConsultant and head of the Institute's job pictures Yourweb.


Arguments and conflicts at work: who is to blame

Again with the Manager or rattled his colleagues? Quick you have the other pushed the buck. But are the others always to blame when things are not going so well?

Bad working atmosphere, annoying colleagues, bad boss, tasks that are too boring or too stressful: There are many reasons why employees don't like their job. It is often the work circumstances that are to blame. Sometimes, however, the employee makes life difficult for himself with his attitude.

15 percent of working time for conflicts

Studies show that around 15 percent of working time in Germany is spent dealing with conflicts. Time that is better spent on productive work. But it's not always the fault of the dear colleagues or the lousy boss, sometimes it would be enough to just take a small step towards others.

Tip: Text as PDF (please read the instructions!) Download or for a little more Book on the topic with discount or eCourse book. Actions or news via Newsletter!

It starts on a small scale. Quite a few employees get in the way of themselves by generalizing individual bad experiences: “The colleague is always so rude!” “The food in the canteen is always bad!” or "I made a mistake - I am completely incapable!" - These are sentences that many people probably think several times a day.

How you stand in your way

But instead of saying: "Well, the colleague who did not greet twice, has a bad day a few times", the generalization makes the colleague an unfriendly bitch. In this way, prejudices quickly become established in the mind: if, for example, you no longer notice the nice gestures of your always unfriendly colleague and firmly believe in what you talk yourself into doing in this way. Confrontations and disputes are pre-programmed, resulting in a lack of motivation and a bad mood.

Chronic anti-behavior

In some people, this is usually a chronic one - and refers to the entire workplace: employees who are about to start working too hard after the recruitment, or the many new things they are supposed to learn. Or over long distances, high nervous stress, overtime or simply over stress. There are quite good bosses, who give even difficult employees a chance and for example, a longer consent phase. This does not help if the employees give themselves no chance

To circumvent such homemade problems is only to check your own expectations and to consider things a bit more differently. And with some practice, this can also succeed.

12 Tip for better quarreling

  1. No generalized vocabulary! Do words like “never” or “always” appear frequently in your vocabulary? Avoid such vocabulary in thinking and talking - the first step to a more differentiated perspective
  2. Consider each event individually: Just because the colleague did not greet you yesterday and today, she does not always have to do that. Maybe she was just stressed?
  3. Examine Expectations: Do not you expect a thing like that? Check if they do not already have prejudices.
  4. Change Settings: Some things you can not change. With a positive attitude to the matter, however, much is easier.
  5. Do not categorize: Especially when getting to know new people, we like to put them in drawers. Take a closer look and review your initial assessment, if necessary.
  6. Split problem into single problems: Often one sees one, because one generalizes, only a large problem mountain. Solve problems in small individual problems that will solve you step by step.
  7. To stay objective: In conflicts with the supervisor, it is particularly important to remain objective and objective, even if the boss does not meet the employee with the same professionalism.
  8. Patience and self-control: Emotions disturb judgment and provoke heated discussions. Employees should make a big difference.
  9. No know-it-alls! Of course, it's always easy to say that you can do it better yourself. Maybe the job requires the boss but much more than you perceive as an outsider.
  10. Understanding for the boss: Perhaps the boss has more to do than he can manage. Try to show understanding.
  11. Support the boss: Offer your help: Perhaps the boss has less experience in some areas and is grateful for help and support.
  12. To face the challenge: Employees should take every opportunity to prove that they are capable of coping with major challenges and taking responsibility. This gives pluses.

Tip: Text as PDF (please read the instructions!) Download or for a little more Book on the topic with discount or eCourse book. Actions or news via Newsletter!

More knowledge - PDF download, eCourse on demand or personal advice

Offline download: Download this text as PDF -  Read usage rights, Because we do not automatically submit the title of this text for privacy reasons: When buying in "interests" the title register if support is needed. After buying text exclusively Download at this URL (please save). Or for a little more directly an entire book or eCourse with this text buy, read on.

3,99 Book now

Read customer feedback and buy a book on this topic at a discount: Do you like this text and want to read more information about it? Buy the right book including this text, buy it here in two languages, as a member even with a 20 percent discount. Would you like to take a look at the book first? You can do this by previewing the book look at and then purchase on the book page.

German edition: ISBN 9783965961920

7,47  Buy directly

English version: ISBN 9783965961937 (Translation notice)

7,47  Buy directly

Your eCourse on Demand: Choose your personal eCourse on this or another desired topic, As a PDF download. Up to 30 lessons with each 4 learning task + final lesson. Please enter the title under "interests". Alternatively, we are happy to put together your course for you or offer you a personal regular eMailCourse including supervision and certificate - all further information!

19,99 Book now

Consultant packages: You want to increase your reach or address applicants as an employer? For these and other topics we offer special Consultant packages (overview) - For example, a personal phone call (price is per hour).

179,99 Book now

You want to comment here? Please the Debate Rules comply, contributions must be unlocked. Your eMailAddress remains secret. More information on the use of your data and how you can counter this can be found in our Privacy Policy.

  1. To follow debate on this post
  2. All debates follow
  1. Competencepartner

    The black peter syndrome in conflicts: 12 tips for better arguments by: Again with ... - Highly recommended wh7NezOEEn #Profile #Development

  2. Thomas Eggert

    The Black-Peter Syndrome in Conflicts: 12 Tips for Better Quarreling by Via PERSONNEL PICTURES - Highly recommended PlwcGuxvaB


    The Black-Peter Syndrome in Conflicts: 12 Tips for Better Quarreling by Via PERSONNEL PICTURES - Highly recommended SoMOn9cyIt

Post a Comment

Your email address will not be published. Required fields are marked with * .

Ja, I would like to be informed about the latest promotions and offers via Newsletter be informed.

I hereby accept the Debate Rules and the Privacy policy with the possibility to contradict the use of my data at any time.