Arguing properly is something that needs to be learned

Good conflict management at work is not an innate ability,

but a learnable skill, says conflict expert Jürgen Dostal. (Tiroler Tageszeitung, March 15, 2025)

Jürgen Dostal im Interview mit der Tiroler Tageszeitung

How do you argue properly at work?

Jürgen Dostal:

The real question is: Is it even allowed to argue in your company? Our study of over 300 companies found that 30% of managers see hardly any conflict in their company, and two-thirds of executives feel overwhelmed by conflict management. Professional dispute management requires that conflicts are viewed as normal and productive. Companies should create safe spaces where differences of opinion can be resolved constructively, with clear rules.

for fair treatment. A recent study shows that unresolved conflicts in the workplace can lead to burnout. Unresolved disputes cause stagnation and thus costs.

What opportunities does a dispute offer?

Dostal: Conflicts are often a driver for change and innovation. I know several companies where disputes in collaboration have led to the optimization of outdated processes.

What do you think of the phrase “sleep on it”?

Dostal: I think that's a good thing. However, it also depends on your personality type:

If you're spontaneous and impulsive, you should take some time. Personally, the following helps me:

I analyze my own feelings and can then argue more rationally. Am I

If I am hurt or have lost my self-esteem, conscious reflection helps me to

to address objectively.

Do you argue differently at work than in your private life?

Dostal: Yes, definitely. As a mediator, I've found that private disputes are often more emotional than professional ones. Private disputes are often about getting justice, whereas professional ones are more about factual issues. In private conflicts, hurts have often been building up for far too long.

When should a manager be involved and what is the best way to do this?

Dostal: There is a big problem: many managers are themselves the triggers of conflict.

If the manager himself takes a position as a party or pursues his own interests,

conflict resolution fails. Therefore , the manager should only be involved if he or she can remain neutral. In difficult cases, external mediation is advisable. HR departments should be open to conflicts within teams and, if necessary, address them with managers.

How should you prepare for a debate?

Dostal: A concrete tip for this: put on your perspective glasses. Sometimes the world looks completely different when you see it through the eyes of another person. This helps build understanding and find ways out of the impasse. This means taking the other person's perspective seriously and not arguing away. Everyone has the right to have their own point of view.

Many people are afraid of arguments and feel insecure. What advice do you have?

Dostal: Ask yourself: Why does this fear exist? Perhaps partly because we've learned that our mechanisms and methods in the past have led to escalation and intensification of conflict. Those who have "burned" their fingers several times tend to shy away from the next conflict. Therefore, we should ask ourselves three questions.

questions: 1. Is my counterpart willing to talk? 2. Am I able to argue objectively? 3. Is it a good time? Not every conflict can be resolved immediately,

but each one can be consciously controlled. Conflict management is not an innate ability, but a learnable skill. It is about resolving misunderstandings

recognize, manage emotions and promote open communication.

The interview was conducted by Denise Neher

pdf of the article in the Tiroler Tageszeitung from March 15, 2025