The side effects of double standards: Why Men are more Conflicted Workers
In the professional environment, the question of why men are perceived as the main participants in work conflicts is increasingly being raised. However, psychologists emphasize that the causes of stress lie not in the field of workers, but in the peculiarities of communication, systemic problems of organizations and the effect of outdated social attitudes. About who is more susceptible to emotional pressure in the team and why this happens - in the material of Izvestia.
When conflicts arise
A simplified explanation of the tense atmosphere in offices through the gender factor is still common in the business environment. However, as psychologist Alina Dodonova noted in a conversation with Izvestia, in reality, conflict in a team almost never arises because of the gender of employees.
— Conflict in the team almost never arises "because of gender." The conflict does not have gender as the root cause," the specialist emphasizes.
According to her, the differences appear only in how men and women express the accumulated tension. Male conflict often develops openly and visibly. It is accompanied by a tough stance, direct statements, and a struggle for influence and resources. That is why such situations quickly become the focus of attention of colleagues and management.
Women's conflicts, on the contrary, often occur covertly, manifesting themselves in passive aggression, increasing distance and decreasing involvement in work processes. Outwardly, they may look less acute, but their consequences are no less devastating for the system.
As a result, the psychologist notes, it seems that it is men who become sources of conflict, whereas in fact they only demonstrate more vividly the tension that has long accumulated in the team.
How the team is looking for someone to blame
In conditions of constant changes and crises in work collectives, an employee often appears around whom general discontent is concentrated. This is usually a person who speaks bluntly, does not smooth out sharp corners and does not maintain the illusion of well-being.
— Technically [such a person. — Ed.] becomes a source of conflict. In fact, it makes visible something that has not been maintained by the system as a whole for a long time," notes Alina Dodonova.
The conflict in this case is a signal that the usual mechanisms of interaction have stopped working and require revision. The situation is aggravated by the external situation. As a result, fatigue, irritation, and anxiety accumulate in teams, and any work issue can quickly escalate into an emotional clash.
Conflicting behavior of men at work
Experts note that men are indeed more likely to become prominent participants in office conflicts, but this is not due to personal qualities, but to the peculiarities of social attitudes and behaviors.
— Men have a higher tolerance for risky and competitive strategies. Women are more careful," psychologist Lyudmila Terekhova explains in a conversation with Izvestia.
In addition, men often use a direct and harsh communication style, which is influenced by attitudes about the need to be strong and win. Psychologist Terekhova emphasizes that we are talking about behavioral patterns, not biological differences. In her practice, she regularly encounters situations where the desire to be right is more important than finding meaning and real solutions to problems.
Because of the shame of being weaker, employees try to gain status through pressure and the imposition of their own opinions. At the same time, the same reasons may be inherent in women, but on average they show great sensitivity, which makes such conflicts less noticeable to others.
The main sources of tension in the team
Experts emphasize that in most cases, conflicts in the office are the result of internal problems of the organization. When a team lacks a clear understanding of roles and responsibilities, chronic anxiety occurs. In such circumstances, conflict becomes a way to define boundaries that are not set by the leadership.
In companies where open expression of discontent is tacitly prohibited, tension goes into a hidden form. This manifests itself in passive aggression, employee burnout, and abrupt layoffs. The suppressed emotions do not disappear, but continue to accumulate, destroying the interaction within the team.
An additional factor is the formal equality with the actual asymmetry of influence. When real power is unevenly distributed, but it is not openly recognized, an unconscious struggle for status and recognition is triggered. Such conflicts look personal, but, in fact, reflect systemic distortions.
"Conflict is not a malfunction, but rather a way in which the system reports accumulated stress," explains psychologist Alina Dodonova.
Inequality in the team and work conflicts
Outdated gender attitudes have a significant impact on the development and perception of work conflicts. As noted by psychologist Lyudmila Terekhova, the same quality is often interpreted differently depending on the gender of the employee. A man's assertiveness is perceived as a manifestation of leadership, whereas in a woman it often causes accusations of aggression.
Emotionality is also assessed unevenly. In a man, it is often considered a sign of integrity and engagement, and in a woman it is a reason for negative labels, experts say. These differences increase the sense of injustice and tension in the team.
Psychologist Alina Dodonova emphasizes that organizations still have unspoken scenarios that assign roles between men and women. Strength, control, and rigidity are traditionally "allowed" for men, while women are given the function of smoothing corners and supporting. When employees exceed these expectations, the system reacts with anxiety and resistance.
As a result, conflict arises not so much between specific people as between a person's living behavior and the role they are trying to embed it in. For businesses, this results in an increase in latent anxiety, a decrease in trust, and increased personalization of conflicts.
Experts agree that where employee behavior is assessed not through gender filters, but through work functions and results, tension decreases, and conflicts become more manageable and constructive.
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