Sandbox strategies for the new workplace : conflict resolution from the inside out

Provides a system to help professionals embrace and even welcome conflict with coworkers, bosses, clients, and others, by introducing the PLAY NICE sandbox strategy for dealing with conflict in a post-pandemic world. The workplace landscape has shifted dramatically since COVID19 struck.

Nearly two-thirds of allemployees now work from home–– which many corporate executives indicate is a shift that may bepermanent.

The $359 billion annual cost of corporate conflict has shifted along with it.

In fact, thatnumber pales in comparison to conflict costs post-pandemic, even despite remote working. According to our post-pandemic original research, insecurity, conflicting values, and resistance tochange are fueling the high stress of interpersonal relationships at work and beyond.

Employees struggle with remote work arrangements, the health crisis, and the eroded trust while working in isolation.

For these employees and managers alike, the conflict situation adds a whole new layer of complexity.

A toolkit to “play nice” in this new workplace sandbox is essential for all involved, as companies seek economic viability to rebuild their diminished workforce.

Sandbox Strategies for the New Workplace provides a system to help professionals embrace and even welcome conflict with coworkers, bosses, clients, and others. As a workplace-relationships expert helping remote and on-site teams resolve conflict for the last couple of decades, Penny Tremblay learned that there’s only one way through conflict and that’s through it.

To help work teams, Penny designed eight proven strategies to help people become responsible, influential, and productive problem solvers. According to her organic research on the effects of COVID on workplace conflict, over 550 globalrespondents indicated these trends in workplace conflict. • Conflicting values, resistance to change, and personal insecurities are driving workplace conflicttoday. • Although communication and trust of managers have increased since COVID, more and morepeople hesitate to speak up due to political divisions and fear of labels. • A feeling of being excluded, isolated, and unprepared to manage personal and professionalpriorities heightens stress and leads to even more conflict.