Choose the Right Time: Pick an appropriate time to discuss the issue when emotions are not high, and the coworker is more likely to be receptive. Propose Solutions Together: Collaboratively explore potential solutions to the conflict, involving them in the process to increase their involvement. Highlight Positive Aspects: Begin by acknowledging positive aspects of their work or behavior before addressing the concerns, creating a more balanced conversation. Be Specific and Concrete: Clearly outline the specific behaviors or situations causing the conflict, providing examples for better understanding. Ask for Their Perspective: Encourage the coworker to share their viewpoint on the matter, fostering a two-way conversation.

Asking permission is very important. You also let them decide on the time and place or at least you ask them if they respond you decide then you do it. People are more comfortable if they feel they have some control over something that they see as something that could be challenging. On the other hand, you also need to do some internal check as well. Are you comfortable giving the feedback? How are you feeling about the situation? What is your purpose for giving the feedback? Remember that feedback should be about your observations not necessarily your preference or your judgement.

Non-violent communication is helpful in situations like these. It's an iterative process built on deep listening and empathy with the following steps: - Observing without judgment. - Expressing feelings. - Stating needs. - Making requests rather than demands.

Start from the right mindset by understanding why you are giving the feedback in the firstplace. You should be coming from a place of wanting to hell and caring. Whatever your mindset is will reflect in the words you are going to use and the overall energy of the conversation. For example, in your mind you want to correct the person vs you want the person to succeed. If you start with the former as your mindset there will be a big chance that you would sound critical and the conversation could easily become you are wrong and I am right. While the latter could come accross as something about caring about the person and you wanting to support. Your feedback becomes a perspective, an observation, and not necessarily a critiqu or an attack.

O TKI, desenvolvido por Kenneth W. Thomas e Ralph H. Kilmann, é uma excelente ferramenta para a resolução de conflitos, avaliando estilos preferidos de resolução de conflitos. Ele baseia-se na ideia de que as pessoas têm diferentes abordagens para conflitos, classificadas em cinco modos: competição, colaboração, comprometimento, acomodação e evitação. Os participantes respondem a perguntas para identificar seus estilos, recebendo pontuações em cada modo, indicando a intensidade de preferência. Compreendendo seus próprios estilos e os dos outros, as pessoas ajustam abordagens para lidar eficazmente com conflitos.

A coin has two sides. I think its important to define by what you mean by “not listening/taking feedback well.” A lot of people would tag someone who does not follow their suggestions as someone who doesn’t take or listen to feedback well. At the end of the day remember that the decision to change is still with the person you are giving feedback to - stop making it about you. Your feedback is something the other person should consider and if he doesn’t agree with it find piece. The objective of giving feedbal is not to correct or change, it is to give perspective that will allow the person to correct what they think needs to be corrected and change the thing they think they need changing.