Meta首席技术官Andrew Bosworth分享了他处理职场冲突的四步法。他强调，在解决冲突时，与其让自尊心作祟，不如积极寻求有价值的反馈。这套方法帮助他识别并管理自己的情绪反应，并更好地理解冲突的实质。具体步骤包括：倾听受影响一方的诉说并表达关心；要求其反思冲突的实质性批评；让另一方考虑影响其视角的各种因素；最后促使双方和解。这种方法在Meta公司组织架构调整、精简管理层的大背景下尤为重要，能帮助管理者更有效地处理日益增多的工作和人际关系挑战。

💡 **倾听与共情是第一步**：Bosworth建议，在处理职场冲突时，首先要为感到受委屈的一方创造空间，让他们充分讲述自己的经历和感受，并表达出真诚的关心，这是建立信任和缓解紧张局势的基础。

🤔 **挖掘冲突背后的实质**：在倾听完对方的诉说后，应引导其深入思考冲突中存在的、值得考虑的“实质性批评”。这有助于将焦点从情绪对立转移到问题本身，寻找可以改进之处。

⚖️ **换位思考，理解多维视角**：要求另一方全面考虑所有可能影响前一方观点的因素，鼓励他们跳出自身立场，理解对方的处境和考量。例如，在产品批评的案例中，可以引导工程师思考产品设计受限于资源投入的可能性。

🤝 **促成和解与自我认知**：最后一步是将双方带到一起，促使他们寻求和解。Bosworth还提到，通过反复实践这一方法，他学会了识别自己何时产生了不必要的“情绪反应”，从而能更有效地找到冲突中的价值所在。

Meta CTO Andrew Bosworth shared a four-step plan for resolving workplace conflicts.Bosworth emphasizes seeking valuable feedback in corporate conflict resolution.Bosworth said the approach has helped him understand when he's having an "emotional reaction."

Workplace conflicts spare no one, and often it's the C-suite that has to find a way through.

Andrew Bosworth, Meta's chief technology officer, has dealt with a fair share of conflict in his career. In a post he published on his personal blog on Monday, he shared his four-step plan for resolving interpersonal conflict.

The big takeaway is that in such conflicts, it's better to seek valuable feedback than to let ego take over.

Here are his four steps for managers:

Listen to the offended party. "It is healthy to make space for them to tell their story and show care for how it affected them," Bosworth says.Ask that person to reflect on the "substance" of the conflict. In any scenario, "There is always some substantial critique worth considering," he said.Turn to the other party and ask them to consider all the factors that impact the former's perspective. In one recent instance, a new employee critiqued one of Meta's new tools — to the dismay of the engineer who built it. Bosworth went to that employee and "challenged them to look past that: did they ever consider the tool was that way because the engineer couldn't get the investment needed to make it better?" he wrote.Bring the two parties together and ask them to reconcile.

Bosworth said the approach has helped him countless times.

"I've done this so many times that I am now able to recognize this same duality inside myself," he wrote. "I will notice I am having an emotional reaction to something when it would be more productive to find the value in it."

Meta has been culling the ranks of its middle managers in recent years. Meta CEO Mark Zuckerberg wrote in a 2023 memo that "flatter is faster."

Zuckerberg also said at an internal meeting he's not a fan of a management structure filled with "managers managing managers, managing managers, managing managers, managing the people who are doing the work."

That leaves the existing managers with more work, and top-ranking executives, like Bosworth, likely managing more conflict.

Meta did not immediately respond to a request for comment from Business Insider.