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September 19, 2007
Impact of Conflict in the IRSImpact of Conflict in the IRS
The IRS MissionProvide America's taxpayers top quality service by helping them understand and meet their tax responsibilities and by
applying the tax law with integrity and fairness to all.
Unresolved conflict can have a negative impact on organizational performance.
Reduced ComplianceWasted Time + Wasted Energy and Resources =
September 19, 2007
What Is Conflict?
Conflict is defined as a disagreement over disputed issues or incompatible goals involving two or more parties.
September 19, 2007
Conflict Resolution Styles
Avoidance
Accommodation
Collaboration
Competition
Compromise
September 19, 2007
Conflict Resolution Styles
Avoidance Advantages
– Allows tempers to cool
– Not all issues need to be confronted
Disadvantages
– Significant conflicts can be ignored
– Allows conflicts to fester Useful for – Heated emotional situations
September 19, 2007
Conflict Resolution Styles
Accommodation Advantages
– Achieves short term goals– Effective for meeting deadlines
Disadvantages– Breeds resentment– Destroys creativity– May lead to power struggles
Useful for – Future leverage– When you are wrong
September 19, 2007
Conflict Resolution Styles
Competition Advantages
– Helps one to focus
– Motivates by challenging Disadvantages
– All or nothing results
– Alternatives not evaluated Useful for – Sports & Litigation
September 19, 2007
Conflict Resolution Styles
Compromise Advantages
– Facilitates resolving competitive disputes– Allows for closure
Disadvantages– Can bring about a mediocre solutions– Does not promote creativity
Useful for – Situations where nothing else works– Fostering cordiality
September 19, 2007
Conflict Resolution Styles
Collaboration Advantages
– Promotes problem-solving by identifying negative aspects of both sides
– Ferrets out hidden agendas Disadvantages
– Takes time– Cumbersome in emergencies
Useful for– Long term relationships
– Very important issues
September 19, 2007
What Is My Conflict Style?
Conflict situations are those in which the concerns of two people appear to be incompatible. In such situations, behaviors can be described along two basic dimensions:
l) Assertiveness is the extent to which the individual attempts to satisfy his/her own concerns; and
2) Cooperativeness is the extent to which the individual attempts to satisfy the other person’s concerns.
September 19, 2007
What Is My Conflict Style?
1. A Try to Win
2. Attempt to please others
3. Try to strike a balance
4. Don't like to make waves
5. Take a head-in-the-sand approach
6. Have an aversion to risk
7. Put myself in the other person's shoes
September 19, 2007
What Is My Conflict Style?
8. Apply pressure to persuade others to see it my way 9. Postpone dealing with an issue 10.Insist on my own position 11.Submit to the other person's point of view
12. Find a quick solution
13. Withhold input
14. Defer to the concerns of others
September 19, 2007
What Is My Conflict Style?
15. Make the best of a problem situation16. Discuss issues in depth17. Enjoy the gamesmanship18. Develop multiple options 19. Adapt myself to the other's needs
20. Take no part in the conflict21. Try a give and take approach
September 19, 2007
What Is My Conflict Style?
22. Look for mutually
satisfying solutions
23. Push for a solution
that meets my
needs
24. Find the middle of
the road approach
25. Look for a
compromise
26. Try a team
approach
27. Neglect my
concerns to satisfy
others
28.Seek to satisfy
underlying concerns
September 19, 2007
What Is My Conflict Style?
29. Assert Power30. Often lose sight of the bigger picture
31.Seek to maintain fairness32.Consider the other person's feelings33.Evade conflict
34. Am not afraid to confront conflict 35.Let well enough alone
September 19, 2007
What Is My Conflict Style?
1. Assertive – Competitive
2. Cooperative – Accommodating
3. Assertive/Cooperative – Collaborating
4. Cooperative – Accommodating
5. Unassertive/Uncooperative – Avoidance
6. Cooperative – Accommodating
7. Assertive/Cooperative – Collaborating
September 19, 2007
What Is My Conflict Style?
8. Assertive – Competitive
9. Unassertive/Uncooperative – Avoidance
10. Assertive – Competitive
11. Cooperative – Accommodating
12. Cooperative – Accommodating
13. Assertive – Competitive
14. Cooperative – Accommodating
September 19, 2007
What Is My Conflict Style?
15. Assertive/Cooperative – Compromising
16. Assertive – Competitive
17. Assertive – Competitive
18. Assertive – Competitive
19. Cooperative – Accommodating
20. Unassertive/Uncooperative – Avoidance
21. Assertive/Cooperative – Compromising
September 19, 2007
What Is My Conflict Style?
22. Assertive/Cooperative – Collaborating
23. Assertive – Competitive
24. Assertive/Cooperative – Compromising
25. Assertive/Cooperative – Compromising
26. Assertive/Cooperative – Collaborating
27. Cooperative – Accommodating
28. Assertive/Cooperative – Collaborating
September 19, 2007
What Is My Conflict Style?
29. Assertive – Competitive
30. Assertive – Competitive
31. Assertive/Cooperative – Compromising
32. Assertive/Cooperative – Collaborating
33. Unassertive/Uncooperative – Avoidance
34. Assertive – Competitive
35. Unassertive/Uncooperative – Avoidance
September 19, 2007
Seven Conflict Strategies
1. Define what the conflict is about.
2. It’s not you versus me; it’s you and me versus the problem
3. Identify your shared points of agreement rather than focusing on your one point of disagreement
September 19, 2007
Seven Conflict Strategies
4. Sort out interpretations from facts
5. Develop a sense of forgiveness
6. Learn to listen actively
7. Purify your heart
September 19, 2007
Seven Conflict Techniques
1. Listen without interruption
- Don’t defend yourself – just listen.
2. Ask questions to increase understanding
3. Restate key points to establish common ground
4. Give the other person the benefit of the doubt
September 19, 2007
Seven Conflict Strategies
5. Control your emotions
-Don’t build resentment
-If you can control your emotions, you
can handle the situation
6. Think before you respond
- State your position calmly
7. Agree on a solution
September 19, 2007
Benefits of the 7 Strategies
There are 4 benefits to the above 7 Steps:
1. Shifting attention away from you and toward the problem at hand
2. Very often defuses anger an resentment
3. Opens the door for you to gain some valuable information
4. Lets your management team know you are a team player
September 19, 2007
Dealing with Difficult PeopleDealing with Difficult People
Put problem people in proper perspective Don’t expect difficult people to change Learn to respond as well as to listen Give and request constant feedback Deal directly and discreetly Be straightforward and unemotional Be gracious
“THE BEST WAY OUT OF A DIFFICULT SITUATION IS THROUGH IT!”
September 19, 2007
BATNABATNA
Best Alternative to a Negotiated Agreement (BATNA)
The BATNA is what you will do independent of the other party should the negotiation fail
Before negotiating, know what you’ll do if you walk away
The benefits of having a BATNA include: Increased confidence Ability to focus on the negotiations
September 19, 2007
Self Mediation ProcessSelf Mediation Process
Find a time to talk A conversation about having a conversation No communication = no solution
Plan the context Remove land mines Protect the dialogue
Talk it out Use natural forces toward harmony to produce breakthroughs
Reach agreement Plan the future
September 19, 2007
ConclusionConclusion
“With preparation and practice, dealing with conflictdoesn’t have to feel like walking a tightrope!”
