Issue link: https://read.dmtmag.com/i/705606
1 0 8 V I N E YA R D & W I N E RY M A N A G E M E N T | J u l y - A u g 2 016 w w w. v w m m e d i a . c o m tionships can't happen; however, it will take more time and attention to shift and rebuild trust. Some long- standing conflicts may damage the good will between people to the point where they don't even say hello or speak to each other unless they have to. This naturally impacts the entire team negatively and the manager's credibility can be ques- tioned. Respect then allows for better understanding. Applying the "why factor" promotes engagement and creates the optimal opportunity for resolution. A general manager can steer a problematic relation- ship between departments toward alignment and harmony with a non- judgmental inquiry process. For example, an idea for a new mar- keting approach to selling wine in a tasting room is presented with enthusiasm by the sales team, and the tasting room staff doesn't rec- ognize its value or understand how to apply it and therefore isn't moti- vated to try it out. Asking questions of the sales team such as, "What's the benefit of doing it this way?" and "Can you recommend some EQ, which includes the understand- ing of how to navigate differences using his or her higher brain func- tions. The ability to get past the "fight or flight" responses and be fully present in mind and heart leads to the opportunity for the most dynamic resolutions to hap- pen. When misunderstandings are addressed from a mature emotional state, the manager can facilitate an engaged and respectful interper- sonal dynamic. As a result, most people can move forward with bet- ter actions and decisions. Respect between colleagues is another important factor for cir- cumventing disagreements. Hav- ing consideration or regard for each other's perspective and feelings is one of the most important ele- ments of true collaboration. It's important that respect involves an ongoing open, nonjudgmental approach. A person's level of self- worth can be shaken in a continued blaming, shaming and judgmental environment, and repairing dis- putes or bridging differences then becomes very difficult. This isn't to say that repairing working rela- approaches for implementing this new approach?" You can also ask the tasting room staff, "What do you need to better understand the benefits of the new approach?" Some more general, open-ended questions to get to the heart of the situation are, "Why did you choose to do it that way?" "What do you mean by that?" and "Can you help me to understand this better?" Even when you don't see eye-to- eye, using questions to get to the underlying motive builds trust and understanding, both of which dis- mantle conflict. RESOLUTIONS To reach synchronicity in the workplace, the manager needs to be adept at resolving his or her own differences or disagreements. This will give you credibility and ability to coach and facilitate an optimal reso- lution. Here's an overview of the key elements that minimize escala- tion and move toward alignment. • First, take a few deep breaths. This is an important step to give the mind time to transition from basic instinct to thoughtful reflec- tion and give the other person the benefit of the doubt; • Check assumptions and identify the real issues and sources of conflict; • Actively listen, clarify facts ver- sus feelings, and proceed with no blame or judgment; • Avoid emotional statements, depersonalize the situation, and look for common ground; • Be curious, not furious. Ask open-ended questions with an inquisitive tone; • Stay engaged and explore ideas to identify options or alternate solutions; • Take personal responsibility for your part of the communica- tion breakdown or relationship mistrust; Early Bird Deadline: September 15, 2016 Deadline: November 14, 2016 Judging: November 15-16, 2016 Enter: winecompetitions.com Est. 1990 TM Now taking entries!