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Managing Conflict in the Workplace. Christine Marchioro IML Legislative Associate. What is Workplace Conflict? Conflict is like water: too much causes damage to people and property; too little creates a dry, barren landscape devoid of life and color. (1). - PowerPoint PPT Presentation
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Managing Conflict in the Workplace
Christine Marchioro
IML Legislative Associate
What is Workplace Conflict? Conflict is like water: too much causes damage to people and property; too little
creates a dry, barren landscape devoid of life and color. (1)
Conflict is defined as incompatible attitudes, motives, values, expectations or activities.
Workplace conflict is defined as “an expression of dissatisfaction or disagreement with an interaction, process, product, or service.” (2)
Loosely translated: conflict is inevitable!
Not All Conflict Is Bad…Properly Managed Conflict Can Bring About Great Results!!
Stimulate innovation, creativity, and growth
Provide for better organizational decision making
Individual and group performance can be enhanced
Relationships can be improved (3)
Unmanaged Conflict Can…
Cause job stress, burnout, and dissatisfaction
Reduce communication
Damage relationships
Create atmosphere of distrust and suspicion (4)
Unmanaged Conflict Can Also…
Cost you in terms of time, money and productivity.– Time wasted spent involved in conflict– Conflict related absenteeism– Conflict affects decision-making ability– Potential restructuring around the conflict
How Do We Manage It?“Is this a private fight or can anyone join?” -Old Irish Saying
You as “The Third Side”– Bring parties to the
table– Facilitate
communication– Listen and
acknowledge – Help employees
search for a solution (5)
Examples of Workplace Conflict
Individual– The expectations of the employee and the
employer differ Two or more employees
– Personality or work ethic differences Groups
– Disagreements between labor and management
Scenario #1 You’ve asked an employee to perform a task that they perceive is not within their job description.
If they don’t comply with your request, how do you respond?
If they do comply, but question their responsibility to follow through, what do you do?
Addressing the Problem
Technique of Role Analysis
• Purpose of Role• Expectations of
employee• Expectations of
employer• Role profile (6)
Scenario #2 Two or More Employees Simply Cannot Get Along
Separate people from the problem
Focus on interests, not positions
Invent options for mutual gain
Use objective criteria (7)
Tips for Prevention…
Why Conflict Starts:– Frustrated
needs
– Poor skills
– Weak relationships
How to Prevent Conflict:– Provide
– Teach– Build (8)
References
(1) Cathy A. Constantino and Christina Sickles Merchant, Designing Conflict Management Systems (San Francisco, CA: Jossey-Bass, Inc., 1996) xiii
(2) M. Afzalur Rahim, Managing Conflict in Organizations (Westport, CT:
Quorum Books, 2001) (3) Rahim 7(4) Rahim 7(5) William Ury, The Third Side (New York, NY: Penguin Group, 2000) 140-
168(6) Rahim 104-114(7) Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement
Without Giving In (New York, NY: Penguin Group, 1991) 15-93(8) Ury 114-139
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