Effectively Resolving Conflict in the Workplace
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1 Effectively Resolving Conflict in the Workplace Presented by: Jordan Rodney June 2016
2 What Do You See in This Picture?
3 What Do You See in This Picture?
4 What Do You See in This Picture?
5 What Do You See in This Picture?
6 What Do You See in This Picture?
7 What Do You See in This Picture?
8 Conflict Situations Share with your partner the type of conflict situations you have encountered at work.
9 Disagreement, Problem or Conflict? What is the difference between a disagreement, problem and a conflict on a team? When do you know that an issue needs to be addressed? Disagreement Conflict Problem
10 Disagreement Defined Disagreement may be defined as a difference of opinion that does not directly affect behaviour, decisions or the ability to accomplish a task, and consequently may not seriously impact organizational effectiveness Disagreements among co-workers are common, healthy and frequently of no consequence, and do not require intervention Disagreement:
11 Problem Defined A problem exists when there is a divergence of opinion that does affect behaviour, decisions or the ability to accomplish a task If there is also a belief that the interests or goals of the parties involved cannot be achieved simultaneously, then the problem has become a conflict
12 Conflict Defined A condition between or among workers whose jobs are interdependent, who feel angry, who perceive the other(s) as being at fault, and who act in ways that cause a business problem. Conflict:
13 Ask Yourself When is conflict positive and when is it destructive?
14 When to Intervene and Address Conflict Conflict becomes negative when it escalates to the point where people begin to feel defeated, and a combative climate of distrust and suspicion develops (Bowditch & Buono, 1997). Negative conflict can destroy a team quickly, therefore you must intervene before this occurs (Nelson, 1995).
15 Conflict within Teams The majority of conflict occurs due to people issues, including the inability to connect with others.
16 The Four Stages of Team Development Stage Four: Performing Stage One: Forming Building High Performing Teams Stage Three: Norming Stage Two: Storming
17 Why Most Teams and Managers Fail Many managers and leaders run into problems when they: Fail to provide direct feedback Fail to hear when told Ignore small problems Hurt feelings by not attending to others Fail to inspire the team to achieve the vision Not listening to ideas that increase productivity and quality
18 Types of Conflict Difference in Values Difference in Communication Difference in Methods Difference in Facts
19 The Importance of Self-Awareness Ask Yourself What are some of your unique gifts and strengths in dealing with others? What are your hot buttons?
20 Self Awareness Model- Johari Window Modified from Mind Tools
21 Five Conflict Handling Styles 2 From Thomas-Kilman Conflict Mode Instrument, 2007
22 Five Conflict Handling Styles Which Style Should You Use? 1. Recognize all five styles and be prepared to counter any of them. 2. Know which style is most comfortable for you, and which you are least comfortable with. 3. Develop basic skills in the five styles so that you can choose among them. 4. Learn to diagnose situations in order to pick the best style for each. 5. Develop advanced skills in the Compete and Collaborate styles.
23 Collaborating through Conflict To improve collaboration through conflict, consider the following: Have a common method that all teams follow when resolving conflict Use a common process for decision making and problem solving Use a variety of tools Decide on the criteria for making trade-offs E.g. Safety is never a tradeoff
24 Collaborating through Conflict If the team cannot resolve the conflict: It is a learning opportunity for the team and a coaching opportunity for the supervisor or team leader If the conflict needs to be escalated: All members of the team escalate and present the issue together Have a clear process for resolving conflict that is escalated
25 Ask Yourself Why are conflicts so difficult to resolve?
26 Are You Having the Right Conversation? Think about why we do not have conversations at a deeper level. We spend 85% of our time having conversations at the surface level discussing things that are safe and avoid having root cause conversations that often deal with how we are treating one another.
27 Providing Effective Constructive Feedback DESC Tool The DESC Tool assists the deliverer of feedback and reflects how the deliverer was affected by the receiver s actions or performance. D - Describe objectively what action needs to change E - Express how the action affected you/team using "I" statements S - Suggest how to improve the situation C - Outline positive Consequence(s) of the improvement
28 Importance of I Statements I statements are important to use in conflict situations to resolve issues. When you don t reply to my s, I feel like
29 Ask Yourself How do you resolve conflicts with difficult personality types?
30 Types of Difficult People The Sherman Tank The Exploder The Staller The Complainer The Clam The Wet Blanket The Know it All Dealing with Difficult People, University of Iowa, 2000.
31 The Sherman Tank Types of Difficult People Behaviour spells Attack Abusive Abrupt Intimidating Contemptuous Leave victims defensive, overwhelmed and powerless Dealing with Difficult People, University of Iowa, 2000.
32 Types of Difficult People The Exploder Behavior is the equivalent of a temper tantrum The outbursts are filled with rage Lose control and, shout, say regrettable things Exploders usually react this way when they perceive themselves to be thwarted and threatened Dealing with Difficult People, University of Iowa, 2000.
33 Types of Difficult People The Staller Habitually indecisive Accepts task or responsibility but does not follow through on it Agreeable and easy to work with until you depend on them for action, response or behaviour Dealing with Difficult People, University of Iowa, 2000.
34 The Complainer Types of Difficult People The Complainer finds fault with everything The message behind the Complainer's behavior is that someone should be doing something about their problems Dealing with Difficult People, University of Iowa, 2000.
35 Types of Difficult People The Clam Reacts to with silence, a grunt, or some noncommittal yes or no When you attempt to open them up, they usually maintain their stance and offer little in the way of clarification of their position Dealing with Difficult People, University of Iowa, 2000.
36 Types of Difficult People The Wet Blanket Responds with a quick and negative response "It won't work" or "It's no use Unable to move from the "fault-finding" position of rational problem solving to the action mode of problem solving Dealing with Difficult People, University of Iowa, 2000.
37 Types of Difficult People The Know-It-All Expert on all matters They project a sense of absolute certainty about all matters, and usually leave others in their wake feeling one-down, stupid, or worthless Dealing with Difficult People, University of Iowa, 2000.
38 Types of Difficult People Do you have a Difficult Person at work that matches the criteria that was previously discussed? How do you manage to have an effective conversation with the individual? Dealing with Difficult People, University of Iowa, 2000.
39 Managing Conflict in the Workplace The 10 Steps for effectively managing Conflict in the Workplace
40 Managing Conflict in the Workplace Step 1- Identifying the conflict Ask yourself probing questions before contacting the parties to the conflict. What is the conflict about? What is the root cause of the conflict? Step 2 - Listen to each party involved in the conflict Do not take sides! Listening and understanding does not mean that you agree, but it is important that you give your full undivided attention Ask clarifying questions to avoid making assumptions
41 Managing Conflict in the Workplace Step 3- Working towards a win-win solution Clarify and evaluate the conflict Do not make hasty decisions! Remember, you want a win-win solution Clarify and restate each person s perspective of the conflict Review the options available Consider compromising Sometimes a combination of several alternatives works best Step 4 - Focus on the present Do not bring up unrelated conflicts from the past
42 Managing Conflict in the Workplace Step 5- Remain calm, cool and collected When conflict develops, one or more parties to the conflict may feel that they are being attacked personally When this feeling is present you should concentrate on keeping all participants calm Step 6 Stay neutral Do not take sides, even if you think one party was correct and the other was not The parties are in conflict and once they both agree that the conflict is resolvable, each party will likely recognize their contribution to the issue at hand
43 Managing Conflict in the Workplace Step 7- Be a problem solver Learning to recognize conflict can help you to try and resolve it timely and skillfully Invite the parties in the conflict to help you to arrive at a resolution Develop an agreeable action plan, a follow up date and time for each party to monitor progress on the resolution; and for yourself to reconvene and evaluate the success of your efforts Step 8 Thank the participants Thank each party in the conflict for being willing to participate in a discussion and for agreeing to work towards a resolution
44 Managing Conflict in the Workplace Step 9- Be patient Resolving conflict takes time so don t expect that all will be well in a matter of hours. Depending on the root cause of the conflict it can take weeks to resolve itself Follow up, evaluate and modify any prior agreements if necessary Step 10 Know when to call in more support If the conflict proves too challenging for you to handle alone, consult with your manager and or your Human Resources department
45 Recap Disagreement, Problem or conflict The Four Stages of Team Development Why most Teams and Managers Fail Five Conflict Handling Styles Providing Effective Constructive Feedback using DESC Tool Types of Difficult People 10 steps for effectively managing conflict The Importance of Self-Awareness
46 Questions? Thank you! Drop off your business card and receive a FREE gift! For more information contact Jordan Rodney Jordan@maxpeoplehr.com
47 Thank You for Participating Please remember to complete your evaluations.
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