Conflict Management: A Proactive Approach for Leaders

Conflict Management: A Proactive Approach for Leaders

Sue Theiss, MA University Ombuds OfficeOregon State University

What’ an Ombuds? Understanding the ABC’s of Collaborative

Conflict Resolution 10 Tips for Managers and Leaders Addressing Cases of Bullying Case Study Discussion and Debriefing Q & A

Agenda…

Compete/Dominate

Accommodate

Avoid

Compromise

Collaborate

Conflict Resolution Strategies

(Thomas & Kilmann)

Getting pushy

CollaborationFoster a culture of

community, respect for diversity and open dialogue, and encourage cooperative resolution.

• Mindset: Conflict = Opportunity

• Identify Interests vs. Positions

• 3 Times Rule (pull weeds from the root)

“If we don’t change the direction we are going, we are likely to end up where we are heading” – Chinese saying

Keys to Effective Resolution

“The real voyage of discovery consists not in seeking

new landscapes but in having new eyes” – M. Proust

Active Listening Avoid using poor listening habits Listen for the whole message Ask questions Practice reflective listening & reframing

Get the Picture

Inferences

Topic Content issue

Relational Interpersonal needs

Identity How do I look to others?

Process How things happen

Goals (Wilmot & Hocker)

Anger

Achieve Rapport

Boil Down the Issues

Clarify Goals and Interests

Develop a Game Plan

Know your ABC’s

#10

Make conflict management a part of your strategic

planning.

Sue’s “Top 10” Prevention Tips

# 9

Assess and Manage Your Conflict Climate

How do you measure service? Conflict Climate – relational conditions, practices,

and expectations Systemic issues? Keep a list.


#8

Be a good bystander.


# 7

Understand various forms of aggression and learn when and how to intervene.

• Disruptive behavior• Safety first• Bullying


#6

Agree on assignment of credit up front.


#5 Value Employees

How to Receive Feedback (L. Webb):a. “Thank you” b. Acknowledge what was saidc. Agree with what you cand. Add to or change the topic

…and remember… 4 pats to a poke


#4

Be wary of Attribution Errors (Sillars)

Consider Is it possible?

Is the process fair?What are all the reasonable

options?


#3

E-Mail/texting: To Use? or Not To Use?



#2 Provide an effective channel for upward feedback.

#1

Model the conflict management behaviors that you want to see in

others.


What Matters?

The impact of bullying on the individuals and the organization

How we communicate the problem

How we work with managers who can make a difference

Using the right framework and tools for success

The Process of Bullying

“Bullying occurs when someone [or group] is

systematically subjected to aggressive behaviors” which lead, either intentionally or unintentionally, to a stigmatization and victimization of the target (Einarson, 1999)

Bullying as a ProcessWhat is it?

Direct

Verbal assaults, threats, retaliation, negatively altering job assignments, intimidating physical demeanor

IndirectInappropriately influencing others’ actions, denial of behavior and/or redirecting blame

Acts of Aggression

Predatory Dispute-related Chronic Opportunist Accidental Substance-Abusing

Types of Bullying

It all looks the same to the

target.

A. Aggressive Behavior

B. Bullying

C. Stigmatization

D. Severe Trauma

Stages of Bullying(Einarsen, 1999)

Repeated aggressive behaviors

Collateral impact

Abuse of power

Structure that inhibits resolution

Lengthy resolution process

Conditions that Define Bullying in Academia

High Argumentativeness vs.

Dysfunctional Verbal Aggression

Collegiality sometimes leads to avoidance

Organizational tolerance is communicated through policies and norms

Tenure & Graduate students…adversarial processes & power imbalances

What’s Different About Universities?

Early intervention

Create a safe environment

Initial assessment of individuals & groups

Consider boundaries and circumstances

Provide education and coaching

Provide structure and follow-through

Move to more formal response when necessary

Collaborative Strategies

What not to say

What to say

Create a safe space

Review options

Create a road map

Working with Victims/Targets

Create a safe space

Assess the climate

Explore resources and options

Create a road map

Working with Managers

Perceived Bullies

◦ Listen◦ Assess dynamics

and respond appropriately

◦ Provide education and resources

◦ Step back when appropriate

Bystanders

◦ Provide a safe place to talk

◦ Consider affect on the team

◦ Educate◦ Empower◦ Your suggestions?

Working with…

University Ombuds Office

The 18th Camel…

Documents

Conflict Management: A Proactive Approach for Leaders