Conflict is common when people work towards a shared goal but at the same time try to meet their own needs. Needless to say, postdoctoral training can be fraught with conflict. The position is a transitional one, and it is an environment where you voluntarily compete with colleagues, at the same time, supporting each other.
In addition, there are conflicts with Postdock — and risk for those who evaluate them, working to develop and maintain their identity as professionals at all times. As a postdoc, you are a grad student, associate postdoc, lab manager and most importantly, try your best to avoid any conflicts with your faculty advisor, sponsor or supervisor. But over time, conflicts become inevitable they are a normal part of any relationship and occur naturally between people who work together.
Conflicts can occur when a person fails to meet another person’s needs and expectations due to lack of information, lack of helpful feedback, lack of openness and honesty, a supervisor who has too much control, inconsistent expectations, inequality and many more. . According to a study on Lab Dynamics, most people spend time on “human problems” and “uncomfortable interactions” and they report that interpersonal conflicts have hampered the progress of scientific projects one to five times in their careers.
Some common conflicts Postdox concerns may include salary issues, working hours, benefits or vacations, limitations on research professional development opportunities, lack of support for travel to research conferences, reference letters, intellectual property, advice, cultural differences, an unfavorable advisor or lab feeling. Environment, discrimination or harassment. While Postdox may personally express their concerns, they may ultimately have to accept the situation ক্ষেত্রে in the case of their careers or international Postdox, not wanting to jeopardize their visa status.
Postdox often wonders how to best navigate this environment diplomatically — how to achieve personal and professional goals while building and maintaining strong relationships. Many postdocks may or may not have to give up personal needs and may be subject to supervisor demands. If you are a postdoctoral researcher, you are in the transition phase of an individual career: you are not a student enrolled in a department or another unit, or you are not a staff or faculty member. Instead, you are usually assigned by a separate faculty member. As a result, the department or unit does not take as much ownership and accountability as it could in the case of a student or faculty member.
A good relationship with your supervisor can certainly be important when it comes to successful career advancement. And in addition to conflicts with faculty overseers, postdock peer conflicts are inevitable. Disputes can arise over everything from temporary disagreements about clearing chaos in shared space to authoritative disputes and more permanent issues such as research misconduct.
So, it is a good idea for Postdox to learn conflict management skills, as these skills can help you deal with personal needs without any bridging with people who have to work long hours during and after postdoctoral training.
What’s more, although we usually view conflict as a negative, it has some positive aspects and can help you personally and professionally. It can be uncomfortable, but when handled properly, it can help you achieve your goals, express opinions, learn new ideas and perspectives, and indeed, strengthen your relationship.
That needs support
Some people are better at conflict management and resolution than others, but because of the ubiquitous nature of the conflict, when a department or institute provides postdoctoral training and a support system for conflict management, it can be helpful. To manage conflict with the caretaker, for example, one must acknowledge the sequence, dynamics of energy, and dependence that are effective. Due to visa issues, financial aid and such additional challenges, Power Dynamic can affect postdocks who are less represented than internationals, women and others. Yet every postdock can experience issues of self-advocacy and self-efficacy. That’s why Postdox needs training and institutional support on how to prevent and resolve disputes.
Institutional or unit programs should educate Postdox about some basic principles of conflict management and how they can be used in everyday life. For example, a theory of conflict management creates a relationship between “relationship” and “goal” when it comes to how an individual should interact with a situation. You can avoid (in which case both the relationship and the goal are not important), adapt (in which case the relationship is very important, but not the goal), compete (in which case the relationship is not important, but the goal), or cooperate (where Relationships and goals are both important). In other words, depending on how important a relationship is to you rather than the goal you are pursuing, you can decide which strategy to follow.
As part of these programs, organizations or units should organize seminars and trainings for their postdocs on how to effectively communicate and advocate for themselves, including case studies to encourage discussion and analysis from the perspective of postdocs and supervisors. Introducing a separate development plan for Postdox, as well as compacts leading to negotiations with the supervisor, can be tools to encourage open dialogue and help align expectations.
When certain conflicts arise, an active and involved postdock office or an ombudsman can discuss the problem with the postdock, provide informal advice, and help them think through different situations and consequences. One’s perception of conflict is often based on one’s perceptions, values, and previous experience. Such perceptions are not always objective, so this informal and semi-formal discussion can help a postdoc make an informed decision on how to effectively deal with conflict.
To deal with situations where no resolution occurs, the organization or unit must create a channel and process where Postdox can present their grievances in a terrifying and intimidating environment without fear of retaliation. This is where institutional or departmental ownership is particularly effective. A semi-formal solution would be to form an advisory committee that could not only guide Postdock in their research progress and professional development but also act as a neutral mediator in times of conflict. Or the institution or unit may establish a formal grievance procedure, including accessibility and accessibility, to a research dean or head of academic affairs.
Faculty members need to be open to these ideas, as they respond to postdocs and can play an important role in their professional development. Again, conflicts are inevitable and bound to happen, so having a system to manage and resolve them – and a culture that supports that system – is important. Taken together, such institutional or unit support ensures that postdocs can research them, develop professional skills, and be effective and inclusive leaders.