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Pandemic Fatigue — Part 2: Conflict Management/Signs of Stress

In our last newsletter, my colleague Louise Clément discussed the concept of pandemic fatigue and its impact on organizations. However, during my many interventions, I have also observed management challenges within teams that are exacerbated by the current context.

CONFLICT

Fatigue and lockdown also lead to irritability. Our work climate intervention team has noted a resurgence in organizational conflict. Conflict is common in the workplace, but it can be difficult to deal with. I invite you to watch the video of my colleague Alain Reid, an expert in conflict management.

STRESS

Fatigue and lockdown also bring about omnipresent stress among employees and managers alike. I recently facilitated workshops to help leaders interpret their own and their employees’ stress signals in order to intervene effectively.

Here are a few solutions that can be used by managers:

  • Initiating the discussion.
  • Validating, legitimizing, and normalizing negative emotions, without going into solution mode.
  • Creating an environment that promotes stress release.
  • Accepting not to have an answer or solution.

These means are simple, effective and have a strong impact in meeting the challenges encountered.

As our colleague Kim Baron reminded us in her recent post, it remains important to be attentive, for ourselves and for others, to the signs observed when stress and anxiety are experienced more intensely.

All managers may experience moments of discouragement, and these are normal and legitimate.

Our mission is to provide them with tools and support them in their management challenges.

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Ève-Marie Poulin PhD, Organizational Psychologist
  • Partner | Talent Assessment & Onboarding

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